Wenzhou – August 4, 2007
This is China.
Yes, so are the other cities I’ve been to over the past few months –
Beijing, Shanghai, Haining, etc. … but this IS China. Large, urban
constantly moving, not “getting ready for the Olympics”, gritty city
China. Right now the sun is a large hot smog-screened ball burning
through the haze scorching the skin. I don’t know it, the scorch, but I
feel it.
WHAT DO I NOTICE? The grit and grime. In the air. On the sidewalks. On
my skin. On the cars. On the bicycles.
What do I notice? The traffic flow, sometimes dangerously making no
sense – like other things in life – slipping past itself scarcely
missing death and injury in a disorderly form of order. The people get
by … don’t we all.
What do I notice? Along side the street where I walk adjacent to the
outdoor fruit market the stench of rot, yet the fruit is OK, it’s
edible, it’s nutritious. I guess the smell is yesterday’s discards or
juices mixed in with the dirt and the spit and the wash water left by
those who want to keep things clean.
What do I notice? The young woman riding past me on her bike who turns
and stares at me (the white guy in cargo shorts), and laughs and grins
and keeps looking like I’m from some of alien … and, of course, I am.
What do I notice? The puppy, maybe less than a week old still in its
world of wobbliness. The one year old kid sitting in diapers on the
sidewalk playing with a bowl full of small bolts and screws ( I
remember doing the same thing when I was a boy at grandma’s house –
‘cept I wasn’t that young). The city roadside shop keeper, legs propped
on a chair … no one else in the shop.
What do I notice? Old men and women … maybe not as old as they look ..
walking underneath the freeway (I don’t think it’s called “freeway”
here) scavenging wood into pots and bowls, and I wonder what will
become of the wood … and what will become of them – probably the same
thing.
What do I notice? A man peddling a three wheeled awning covered taxi
cab (they’re everywhere) and placing his right foot on a break attached
to the frame above the front tire. The motor scooters. I saw a Harley
Davidson!
What do I notice? Lexus, Buick, Audi, Volkswagen, Toyota, Nissan,
Honda. (Some of this is really curious given the anti-Japanese
sentiment here. Kind of like, “I hate you, but I’ll drive your car.
Thank you very much.”)
What do I notice? People love it if you smile at them… well most people
do. One guy looked at me like I was just plain stupid.
What do I notice? The trees and grasses are green. The buildings and
streets are brown. There are no clouds, but I can’t see the sun right
now. Funny it was here a while ago … but not the sky… it’s gone …
haven’t seen blue up there at all. It’s either gray or grayer.
What do I notice? The fumes of diesel, tobacco, coal, gasoline and who
knows what else.
What do I notice? People – walking, biking, working, physically active
everywhere. They’re all thin – regardless of age – well most are. Oh
sure there’s a fat one now and then. But over ninety percent (my guess)
are in surprisingly good shape. Hmmm.
What do I notice? I haven’t seen a 24-Hour Fitness Gym anywhere.
I begin to think – these are hearty people. And then I think that maybe
a hostile environment makes for being in-shape. If they had to they
could take care of themselves … because they already are. They seem to
move in peace, but don’t (screw) with them.
Then I think .. there are signs … billboards … now and then advertising
the military.
Then I think of my country where similar signs exist – in magazines and
on TV (I guess, because I don’t watch TV at home). And I think “citizen
soldier”.
And I think … I remember … an “ism” from my days when I was in the Army
and was instructed that the regular army was meant to be a ready force
that would exist to absorb the initial shock of war (in other words
“die”) so as to give time for the average citizens time to gear up and
sustain the fight themselves.
And I think, “That’s alive here.”
And then I think, “That’s not alive back home.”
Hmmm.
These people live in peace. Lots of ‘em. Getting around each other and
all the (stuff) that’s around – iron bars, scraps of paper, bricks and
concrete blocks, a pan of water I see some guy washing his shirt in.
The people are constantly moving through and around each other. I don’t
see anyone running into anyone and I haven’t seen an angry person yet.
Maybe somebody is and I haven’t noticed ‘cuz I’m just too overwhelmed
looking at all this stuff, I don’t know, I just haven’t seen one
though. But then again – they’re all kind of straight faced people and
who knows what anyone’s really feeling anyway. Feelings change all the
time. I’m sure that there’s crime, problems and all that here … it’s
planet Earth for God’s sake (yep God’s here too … maybe no religion
here … but that doesn’t mean the people don’t believe in prayer or a
Higher Power … don’t you bet on it … the woman I sat across from last
night sure looked like she was saying a blessing over her food). Yet
even though they seem to live in peace, I get the sense that … they
could be ready for … anything. And … they could probably handle it. No
questions asked.
August 6 ... following up. I saw the blue sky yesterday and mountains
and a river about three miles away that I didn't know were there. And
last night I saw something spectacularly strange. A star! Actually, it
was a planet - probably Saturn ... I guess that's the brightest one up
there right now, and the ONLY "star" in the China sky. Thinking back
from here to Shanghai to Jinan to Shenzhen and Beijing a bunch of other
place ... I guess ... yep, that's right ... it's the first "star" in
the China sky in that I've seen in probalby two years. Hostile
environment, but at least I'm having a good time star gazing.
After "star gazing" I went to a tea house ... taken there by two of the
students from the Samurai (Warrior) Game ... both are business owners.
Wenzhou is a business/manufacturing center in China. The tea house was
a magnificent and quiet place (and very un-Chinese) filled with
valuable artifacts from all over Tibet --- all for sale, and some
priced as high as US$12,000. Place is owned by a woman and a guy -
he's a devout Buddhist. See comment above about "Higher Power".
We talked about peace.
I see what I get to see, when I get to see it ... and enjoyed the
moment.
An interesting trip. Too bad it had to end so soon.
Thursday, August 09, 2007
Saturday, August 04, 2007
RANDORI … WHAT IS THIS? YOU’VE BEEN THERE BEFORE, AND YOU WILL BE THERE AGAIN.
In early July I was invited to present two very experiential programs for The Leadership Group (TLG) Santa Barbara. Then on July 14th – 18th I had the great pleasure to host the sixth Allied Ronin Leaders’ Retreat. Both TLG presentations and the Leaders’ Retreat at times featured exercises influenced by the martial art of aikido. Attendees at both – many of them CEO’s, business owners or senior executives - received a brief article attending to pressures faced in a world where technology is increasing at an almost exponential rate, while the opportunity to slow down and live a balanced daily life seems to slip away if not diligently. In an effort to serve you that article is reproduced for this month’s e-newsletter. Consider the fact that in some fashion you are proficient at something enough to be ready for big-time challenges – signifying sincere and rigorous practice in your art, craft, skill or ability. In a sense you are ready for black belt level testing. If that is the case they you will face something know as Randori. What is this? Let’s look through the lens of aikido … and then you make the translation.
Our article begins with a series of thoughts from the man who created the art of aikido. Then we glimpse three simple principles foundational to all the techniques of that art (and perhaps foundational to skills that are important to you). Next you imagine being on a mat in a learning situation and facing “your test” – and you translate that scene into the real “mat” and daily “learning opportunities” that make up your life. And finally we take note four key principles from David Baum, Ph.D. and Jim Hassinger as presented in their book, The Randori Principles.
First – Thoughts from Morihei Ueshiba, Founder of Aikido
“The Way of a Warrior cannot be encompassed by words or in letters – grasp the essence…. Instructors can impart only a fraction of the teaching. It is through your own devoted practice that the mysteries of the Art are brought to life. The techniques of the Way… change constantly; every encounter is unique, and the appropriate response should emerge naturally. Today’s techniques will be different tomorrow. Do not get caught up with the form and appearance of a challenge. Fiddling with this and that technique is of no avail. Simply act decisively without reserve. The Art … has no form – it is the study of the spirit. In your training, do not be in a hurry, for it takes ten years to master the basics and advance to the first rung. Never think of yourself as an all-knowing, perfected master, you must continue to train daily with your friends and students and progress together in the Art…. ”
Second – Three foundational principles to all techniques in this martial art (with some translation for you to consider)
• Aiki – blend with your opponent (listen, understand and move with what you encounter)
• Kuzushi – break your opponent’s balance (speak and act in the appropriate moment)
• Shisei – retain upright posture (maintain integrity)
Third – Your Test … and Your Randori – As you read … you translate this supposed situation into the real tests, grabs and hits of your daily life.
Imagine - you have been training ten years. It is time for the test – black belt. You are alone on a mat in a room (soon to become hot) surrounded by thirty potential opponents, some you know, others you may not. For the next hour of your life you will have to respond immediately to your test director (teacher – sensei). A series of foreign words with which you should be familiar will be called rapid fire - a language for action learned through the body in response to a series of strikes and grabs aimed at your head, your face, your throat, your temple, your chest, your shoulder, your wrist, your stomach, your back, your knee … in short, where ever and whenever and for as long as the teacher decides whether or not you have learned what is expected of you. Your peers, your seniors and your juniors will all be watching.
The attacks will come - open hand blade and closed fist strikes, single hand and two hand grabs, perhaps kicks, plus attacks by weapons - tanto (training knives), bokken (wooden swords) and jo (wooden staffs). Sometimes your opponents will be allowed to stand and rush you from above while you remain kneeling. Sometimes they will stand behind you with a knife to your throat or against the back of your neck. You will have to move and disarm them in ways that if the knife were real you would not be cut, and somehow the knife would end up in your hand. Through a blend of your action with the energy of their aggression, and finding the risks reversed, your attackers will submit and yield … provided you give them no room to re-engage.
During five preceding tests over the past decade your opponents gave you some “slack”, appropriate for those stages of your development. But at this level they will seek and will take every opportunity given them to keep coming at you and increase the pressure. Your pins must be true or you will falter. Your throws must work, or your opponents will not fall; they will turn on you and be in your face, they will take your center and you will be upended.
At times the test sensei will direct the opponents to deliver particular attacks. At times permission will be given for jiuwaza (free form) and an opponent (you won’t know who until it happens) will attack anyway he or she wants and will change the attack forms at whim, coming again and again and again, as fast or slow, direct or sneaky, until they are called off.
Throughout the test you must continue – like it or not. If you are granted a rest, it won’t last longer than fifteen seconds … and getting more than one respite probably won’t happen. However, your opponents will be continually rotated on and off the mat. In this way they will remain fresh and relaxed, being always prepared fully able to move against you. You won’t know in what order they will be called. You must be ready … all the time. Is this randori? No, not yet. Randori happens at the worst possible time … at the end of the test.
It has been fifty-some minutes. You are tired. The test sensei directs you to sit seiza (on your knees, your butt resting on your heels) in the center of mat. He picks three or four opponents to similarly sit around you, each about fifteen feet away. He waits and then with his hand … he strikes the mat. The attackers simultaneously stand and rush you. This is randori. What do you do? Who knows, but you’d better do it. The time for figuring out what to do no longer exists: no time for scheming or making excuses; no one is going to let up, no one and nothing is going to rescue you, and if you don’t empty your mind of everything except for the fact that you are right here right now, you will be in trouble. Everything about you – your body, your thoughts, your emotions - must surrender into the notion of flexibility. You have to move yourself again and again and again without predictability or pattern, and you must live AIKI, KUZUSHI, SHISEI. As this occurs those who attack will hopefully miss or glance off you, falling to the mat or stumbling into each other as they attempt to grab and/or strike your side, your arms, front and back, in a line or from different angles, alone or in pairs. But know this: however it unfolds and for as long as it unfolds, your attackers will rise again. They will not give up. What the sensei is waiting for – looking for - is a moment when surrounded you are caught, with all attackers pressing in on you, because in that moment something crucial must happen. You must give up what you think will work to free yourself, and yet continue moving. You have to remain present, no matter how fatigued, you have to relax and blend, and you have to enter into every minute opportunity presented by your attackers and your environment. You will not be able to “out do” your opponents to survive. Rather, you will have to meet the person inside yourself and come alive with him or her. The Japanese kanji for this is a union of dagger and heart, and it means “to persevere”. The Japanese word KiKi, meaning crisis, becomes a reality. KiKi - every crisis is composed of two things: (1) Danger/Risk; and (2) Opportunity.
When your randori is complete this test is over – but if you are growing there will most likely be other tests in your future. Randori – facing multiple attack, you (individual, team, organization) must put yourself in the right place, with the right action, at the right time, and with the right amount of power. For 3,650 days (give or take some) you were a beginner. If you pass the test you can wear a black belt and are now considered … a new student.
And Finally … The Four Randori Principles” (from David Baum’s & Jim Hassinger’s book “The Randori Principles”)
- FULL POWER PRESENCE - Leadership Worth Following (You must at all times practice and refine your ability to Be Here Now)
- TENKAN – Turning Resistance Into Collaboration (You must be willing to Turn and Look at every situation from new perspectives including from a perspective that is completely opposite to your current stand)
- IRIMI – The Single Sword Strike (You must be willing to Enter Into A Crisis – as would a fireman or a police officer or a mother lifting a car off of her trapped child)
- GET OFF THE MAT – The Skill of Disengagement (You must study human interaction … individual and group … and from that study increase your ability to Know What’s Too Much, What’s Too Little … and most importantly … When To Stop What You Have Been Doing)
Wednesday, July 11, 2007
July 11, 2007 – Santa Barbara.
Yesterday here was cloudy, cool and so very pleasant. It’s been thirty-five years since my last visit to this beautiful California bay city, surrounded by mountains. Then it was for a high school friend’s wedding, following our mutual college graduations June of ’72… he from UC SB and me from a, let us say “more structured place” (info on that school is found at www.usma.edu).
This week’s trip, though, was to assist The Leadership Group – currently serving CEO’s, COO’s, CFO’s and company owners in the Santa Barbara and Los Angeles area, though I doubt they limit their selection to people from only these areas. Two days were dedicated to two separate groups – one for senior managers, the other for company owners. Each day’s discussion began with the individuals checking in with each other regarding how their past month has unfolded re: personal and professional goals. Nice … accountability from the get-go. Then it was time for presentation – my offer. Topics presented were: Be Here Now, the Five Step Leadership Process, The Randori Principles (see Baum & Hassinger’s book by same name); and the fundamental concepts underpinning aikido, namely “aiki”, “kuzushi” and “shisei”. All of this was interactive and a lot of fun.
Participants were put into action pairs. They tugged and pushed on each other (quite literally), discussed meaningful issues about the challenges they now face, translated the exercises we did (all founded on aikido practices) into solutions – business and personal. It was very heartening to witness the willingness displayed by each person and the value they created for each other regarding issues that matter to them.
A big THANK YOU to Dan Waldman, CEO of Forester Communications (www.forester.net) . Dan and I were introduced to each other by Bob Dunham( www.enterpriseperform.com ) two years ago when I led a Samurai Game for Bob’s organization. Both have attended the Allied Ronin Leaders’ Retreat.
Should you or someone you know be interested in what The Leadership Group has to offer I highly suggest you contact Kim Johnson at 805-968-2344 or send email kim-j@mindspring.com . Even if you have to fly to Santa Barbara on a periodic basis to participate … from what I can see, it is well worth the effort, scheduling and financial costs to engage with such top-notch people.
This week’s trip, though, was to assist The Leadership Group – currently serving CEO’s, COO’s, CFO’s and company owners in the Santa Barbara and Los Angeles area, though I doubt they limit their selection to people from only these areas. Two days were dedicated to two separate groups – one for senior managers, the other for company owners. Each day’s discussion began with the individuals checking in with each other regarding how their past month has unfolded re: personal and professional goals. Nice … accountability from the get-go. Then it was time for presentation – my offer. Topics presented were: Be Here Now, the Five Step Leadership Process, The Randori Principles (see Baum & Hassinger’s book by same name); and the fundamental concepts underpinning aikido, namely “aiki”, “kuzushi” and “shisei”. All of this was interactive and a lot of fun.
Participants were put into action pairs. They tugged and pushed on each other (quite literally), discussed meaningful issues about the challenges they now face, translated the exercises we did (all founded on aikido practices) into solutions – business and personal. It was very heartening to witness the willingness displayed by each person and the value they created for each other regarding issues that matter to them.
A big THANK YOU to Dan Waldman, CEO of Forester Communications (www.forester.net) . Dan and I were introduced to each other by Bob Dunham( www.enterpriseperform.com ) two years ago when I led a Samurai Game for Bob’s organization. Both have attended the Allied Ronin Leaders’ Retreat.
Should you or someone you know be interested in what The Leadership Group has to offer I highly suggest you contact Kim Johnson at 805-968-2344 or send email kim-j@mindspring.com . Even if you have to fly to Santa Barbara on a periodic basis to participate … from what I can see, it is well worth the effort, scheduling and financial costs to engage with such top-notch people.
Monday, July 02, 2007
Taking Five Steps
© Lance Giroux, 2007
Working with organization all over the world on human effectiveness, especially with respect to topic of leadership, has afforded me opportunities to see how well organizational principles translate into those needed for healthy personal relationships in general, and for those we could have with our youth and children, in particular.
In his best selling book, The Fifth Discipline: The Art & Practice of the Learning Organization, Peter Senge says, “Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs.” What more fundamental an organization could there be for the study, application and development of healthy human effectiveness than what we call family? My past thirty-two years observing human interaction, communication and miscommunication have shown me that many of our problems - business to geopolitics -are rooted by influences affecting the fundamental beliefs and behaviors established during one’s adolescent years. This observation is reflected by scholars and some well-know authors, e.g. M. Scott Peck and The Road Less Traveled. We can invent mobile telephones and HDTV’s; satellite navigation systems used by private pilots, soldiers, car rental companies, and large trucking fleets; and iPods more powerful than the largest computers available when I was a cadet at West Point in the early 1970’s. But when it comes right down to it, it’s people and what’s going on in their minds and hearts, that in the long run always matters and makes a difference. When a mechanical system fails, when the electricity goes out, when your car is out of gas, the train derails, when the computer crashes … who is going to take action? The answer is, and always has been, one human being willing to roll up his or her sleeves, take a risk and attract others to join in the effort.
In an effort to help organizations get things accomplished with excellence Stephen Covey points out in 7 Habits of Highly Effective People that we ought consider the distinction between what is important and what is urgent and orient our thoughts and actions toward the former. He argues that managers fall into traps of failure when between these two - importance and urgency – the lines have become blurred. One has a long-term orientation and the other is short-term in consequences and thus conveniently occupies (probably unfortunately) our daily living. We opt for the short-term bustle of the urgent, Covey asserts, rather than take on the taxing and more challenging task of attending to what should be important. Translated into a family situation – how much time do we truly communicate with our children and youth about what matters in our hearts and minds versus how much time do we spend telling them what to do or not to do next (at best) or telling them what we haven’t the time to talk about (at worst)?
In 1994 I developed a five-step method designed to assist organizational executives with the important challenge of developing leaders within organizations. These five steps were influenced by lessons I learned at West Point and then in the Army, and later in business. As I began to use these five steps I saw a need for exposing them to moms and dads and teachers – so that their lives could be more fruitful with kids. You know, the people who will eventually (probably more sooner than later) be parents and teachers themselves, and run organizations and states and nations.
Rule number one to applying this methodology, and perhaps the most important thing to remember from this reading today is: Be Here Now. This means, get present and stay present with what’s happening all around you and inside you moment to moment. Get conscious and tend to what your senses, emotions and intuition is informing you about. A current and excellent source for how to do this is the book Coming to Our Senses: Healing Ourselves and the World Through Mindfulness (Kabat-Zinn).
The five steps then are:
Recognize the individual strength or uniqueness of the persons you are attempting to develop. (This means you have to really pay attention to them.)
Encourage and inspire these persons to develop, practice and unleash their own (not your) strengths and uniqueness. (These words were carefully chosen.)
Give these people a sense of direction … but make absolutely certain that in doing this you and they are grounded in shared principles and values. (Direction not grounded in shared values leads to conflict and revolution.)
As often as possible, get out of their way as they go about developing their strengths, talents and uniqueness. (In other words … let them think, struggle, create and own their results!)
Learn sincerely from them. Apply what they can teach you to your daily living… and acknowledge them for having contributed to you. (The most motivational thing you can do.)
Think for a minute … what if we could use these five steps more often at home and in school? What if we truly saw our children for who they are and could be rather that what we think they should be? What if we allowed our children to be OK with their fears (encouragement) and if we could breath life into their world by healthy actions of our own (inspiration) and then made sincere efforts to repeat this kind of an allowance on daily basis (practice)? What if we showed our kids healthy options through our own actions rather than “do as I say … not as I do”… i.e. what if we walked our own talk? What if we allowed for failure (theirs and ours) and talked with them about it and the accountable and responsible learning that can grow from failure rather than press for the stiffness of perfectionism? What if the younger ones could through direct action see how their efforts inspire changes in our “adult” lives? How much of a contribution could we collectively make to future generations?
To paraphrase Peter Senge: Families and schools learn only through parents, children, teachers and students who learn. Individual learning does not guarantee that families will be healthy and schools will be good. But without individual learning, healthy families, schools and communities simply will not occur. Ours is a dynamic world … not a static vacuum.
Working with organization all over the world on human effectiveness, especially with respect to topic of leadership, has afforded me opportunities to see how well organizational principles translate into those needed for healthy personal relationships in general, and for those we could have with our youth and children, in particular.
In his best selling book, The Fifth Discipline: The Art & Practice of the Learning Organization, Peter Senge says, “Organizations learn only through individuals who learn. Individual learning does not guarantee organizational learning. But without it no organizational learning occurs.” What more fundamental an organization could there be for the study, application and development of healthy human effectiveness than what we call family? My past thirty-two years observing human interaction, communication and miscommunication have shown me that many of our problems - business to geopolitics -are rooted by influences affecting the fundamental beliefs and behaviors established during one’s adolescent years. This observation is reflected by scholars and some well-know authors, e.g. M. Scott Peck and The Road Less Traveled. We can invent mobile telephones and HDTV’s; satellite navigation systems used by private pilots, soldiers, car rental companies, and large trucking fleets; and iPods more powerful than the largest computers available when I was a cadet at West Point in the early 1970’s. But when it comes right down to it, it’s people and what’s going on in their minds and hearts, that in the long run always matters and makes a difference. When a mechanical system fails, when the electricity goes out, when your car is out of gas, the train derails, when the computer crashes … who is going to take action? The answer is, and always has been, one human being willing to roll up his or her sleeves, take a risk and attract others to join in the effort.
In an effort to help organizations get things accomplished with excellence Stephen Covey points out in 7 Habits of Highly Effective People that we ought consider the distinction between what is important and what is urgent and orient our thoughts and actions toward the former. He argues that managers fall into traps of failure when between these two - importance and urgency – the lines have become blurred. One has a long-term orientation and the other is short-term in consequences and thus conveniently occupies (probably unfortunately) our daily living. We opt for the short-term bustle of the urgent, Covey asserts, rather than take on the taxing and more challenging task of attending to what should be important. Translated into a family situation – how much time do we truly communicate with our children and youth about what matters in our hearts and minds versus how much time do we spend telling them what to do or not to do next (at best) or telling them what we haven’t the time to talk about (at worst)?
In 1994 I developed a five-step method designed to assist organizational executives with the important challenge of developing leaders within organizations. These five steps were influenced by lessons I learned at West Point and then in the Army, and later in business. As I began to use these five steps I saw a need for exposing them to moms and dads and teachers – so that their lives could be more fruitful with kids. You know, the people who will eventually (probably more sooner than later) be parents and teachers themselves, and run organizations and states and nations.
Rule number one to applying this methodology, and perhaps the most important thing to remember from this reading today is: Be Here Now. This means, get present and stay present with what’s happening all around you and inside you moment to moment. Get conscious and tend to what your senses, emotions and intuition is informing you about. A current and excellent source for how to do this is the book Coming to Our Senses: Healing Ourselves and the World Through Mindfulness (Kabat-Zinn).
The five steps then are:
Recognize the individual strength or uniqueness of the persons you are attempting to develop. (This means you have to really pay attention to them.)
Encourage and inspire these persons to develop, practice and unleash their own (not your) strengths and uniqueness. (These words were carefully chosen.)
Give these people a sense of direction … but make absolutely certain that in doing this you and they are grounded in shared principles and values. (Direction not grounded in shared values leads to conflict and revolution.)
As often as possible, get out of their way as they go about developing their strengths, talents and uniqueness. (In other words … let them think, struggle, create and own their results!)
Learn sincerely from them. Apply what they can teach you to your daily living… and acknowledge them for having contributed to you. (The most motivational thing you can do.)
Think for a minute … what if we could use these five steps more often at home and in school? What if we truly saw our children for who they are and could be rather that what we think they should be? What if we allowed our children to be OK with their fears (encouragement) and if we could breath life into their world by healthy actions of our own (inspiration) and then made sincere efforts to repeat this kind of an allowance on daily basis (practice)? What if we showed our kids healthy options through our own actions rather than “do as I say … not as I do”… i.e. what if we walked our own talk? What if we allowed for failure (theirs and ours) and talked with them about it and the accountable and responsible learning that can grow from failure rather than press for the stiffness of perfectionism? What if the younger ones could through direct action see how their efforts inspire changes in our “adult” lives? How much of a contribution could we collectively make to future generations?
To paraphrase Peter Senge: Families and schools learn only through parents, children, teachers and students who learn. Individual learning does not guarantee that families will be healthy and schools will be good. But without individual learning, healthy families, schools and communities simply will not occur. Ours is a dynamic world … not a static vacuum.
Monday, June 18, 2007
China – June 18, 2007
Here for the last week of a two week tour: Warsaw, Poland to Malibu, California to Beijing .. and finally expected home on June 14. In Poland had the great fortune to work again with Aiki-Management’s founders, Pawel Bernas and Pawle Olesiak, this time for a full-day program serving 140 members of the Roche Corporation. A very energetic group, I think they were beyond surprised at what they could accomplish in such a short time, though I wish we could have taken a full two days. The impact of being in Warsaw was surreal for me. This is a city many hundreds of years old, but everything visible dates from 63 years ago. Ninety-four percent of the city was completely flattened in September, 1944 during a 62-day long battle. Most if not all of the old-city’s generations were wiped out or fled and never returned. Though the King’s Square (central area) has been rebuilt to reflect the old (albeit with Dutch influence) the current inhabitants live in constant remembrance in an eerie and ultra modern way.
From Warsaw I arrive into Malibu on June 13th for the 2007 Organizational Behavior Teachers Conference, held this year at Pepperdine University with hundred sixty of the top leadership and organizational behavior professors and practitioners from the US and the world. What did I hear loud and clear? That theses teachers are concerned that unless things change, environmentally and politically – and rapidly so – that we are set for dire times. Where once only heard in small discussions around the dining room table at OBTC, this weeks’ voices sounding an alarm were quite loud and from the plenary floor. They see an overwhelming need for strong ethical leaders who will take on the hard problems for the long term rather than looking for quick fixes and fasts profits. And they see it throughout our nation – organizations large and small and including on their own campuses.
A side note: I purchased a copy of Bill George’s new book, “Finding True North.” Bill George is the former CEO of Medtronics and now a professor of management at the Harvard Business School. No he was not at this year’s OBTC (though Pepperdine was my first opportunity to see his book in print). He was at the Gallup Leadership Institute conference that Dr. Tim Peterson (Texas A&M) and I attended last year in Washington, D.C. I strongly suggest you buy Bill Georges’ book. I have yet to hear someone of his caliber so strongly state the need for servant leadership and public stewardship.
One of the good things about the OBTC is that the sessions are designed for attendees to take back to their classrooms and implement. And … I will … beginning with July at the sixth Allied Ronin Leaders’ Retreat.
From Malibu I arrived into Beijing yesterday. Here to serve one of three training organizations that has been using the Samurai Game®. I’ll be here five days and am just settling in. But, here’s today’s report. Visibility is three quarters of a mile … max. No it’s not overcast or fog. You can see the sun, in fact you can look directly at it today, staring for a long time no strain or pain to the eye. Smog. Heavy. Wet. Pungent. Skin tingling. Breath-cutting. Normal. Making a bad-day-in-LA look crystal clear. More later.
From Warsaw I arrive into Malibu on June 13th for the 2007 Organizational Behavior Teachers Conference, held this year at Pepperdine University with hundred sixty of the top leadership and organizational behavior professors and practitioners from the US and the world. What did I hear loud and clear? That theses teachers are concerned that unless things change, environmentally and politically – and rapidly so – that we are set for dire times. Where once only heard in small discussions around the dining room table at OBTC, this weeks’ voices sounding an alarm were quite loud and from the plenary floor. They see an overwhelming need for strong ethical leaders who will take on the hard problems for the long term rather than looking for quick fixes and fasts profits. And they see it throughout our nation – organizations large and small and including on their own campuses.
A side note: I purchased a copy of Bill George’s new book, “Finding True North.” Bill George is the former CEO of Medtronics and now a professor of management at the Harvard Business School. No he was not at this year’s OBTC (though Pepperdine was my first opportunity to see his book in print). He was at the Gallup Leadership Institute conference that Dr. Tim Peterson (Texas A&M) and I attended last year in Washington, D.C. I strongly suggest you buy Bill Georges’ book. I have yet to hear someone of his caliber so strongly state the need for servant leadership and public stewardship.
One of the good things about the OBTC is that the sessions are designed for attendees to take back to their classrooms and implement. And … I will … beginning with July at the sixth Allied Ronin Leaders’ Retreat.
From Malibu I arrived into Beijing yesterday. Here to serve one of three training organizations that has been using the Samurai Game®. I’ll be here five days and am just settling in. But, here’s today’s report. Visibility is three quarters of a mile … max. No it’s not overcast or fog. You can see the sun, in fact you can look directly at it today, staring for a long time no strain or pain to the eye. Smog. Heavy. Wet. Pungent. Skin tingling. Breath-cutting. Normal. Making a bad-day-in-LA look crystal clear. More later.
Friday, June 01, 2007
Coaches Conference and Awards Night - Beijing, China
At the invitation of Top Human Technologies, Ltd., Lance Giroux, Managing Director, Allied Ronin, will attend the Coaching and CSR Conference in Beijing, China on June 22. He has also been asked to be a presenter at the Fourth Professional Coaching Awards Night on June 23, also in Beijing. The China Coach Association, with the support of Global Finance Magazine, is hosting the events. Top Human Technology, Ltd. http://www.tophuman.com/ is the main sponsor. The Conference will be held at The Great Hall in Tiananmen Square and the Awards Night will take place at The Beijing Hotel.
The Awards Night will recognize outstanding persons who have achieved extensive improvements through coaching within their corporations. Over 1,000 corporate executives and corporate coaches are expected to attend from throughout China. For the past two years Lance has been assisting Top Human with trainer development and delivering experiential leadership programs for Top Human’s corporate clients, both involving the Samurai Game®, a creation of author George Leonard www.SamuraiGame.org.
The conference and awards evening will culminate a two week global tour for Giroux: beginning with Warsaw, Poland for a program that he will present hosted June 12th by Aiki-Management http://www.aiki-management.pl/ for the Roche Corporation; then to Malibu, California, where he will present on June 15th at the annual Organizational Behavior Teacher Conference http://www.obts.org/ hosted this year at Pepperdine University http://www.pepperdine.edu/; and then to Beijing to conduct a two day leadership program (June 20-21) for Top Human.
Visit http://www.chinacoach.org/beijing2007/Corporate_Social_1.html for more information about the Coaching and CSR Conference and the Awards Night.
The Awards Night will recognize outstanding persons who have achieved extensive improvements through coaching within their corporations. Over 1,000 corporate executives and corporate coaches are expected to attend from throughout China. For the past two years Lance has been assisting Top Human with trainer development and delivering experiential leadership programs for Top Human’s corporate clients, both involving the Samurai Game®, a creation of author George Leonard www.SamuraiGame.org.
The conference and awards evening will culminate a two week global tour for Giroux: beginning with Warsaw, Poland for a program that he will present hosted June 12th by Aiki-Management http://www.aiki-management.pl/ for the Roche Corporation; then to Malibu, California, where he will present on June 15th at the annual Organizational Behavior Teacher Conference http://www.obts.org/ hosted this year at Pepperdine University http://www.pepperdine.edu/; and then to Beijing to conduct a two day leadership program (June 20-21) for Top Human.
Visit http://www.chinacoach.org/beijing2007/Corporate_Social_1.html for more information about the Coaching and CSR Conference and the Awards Night.
Wednesday, May 16, 2007
An Interview With Judi Neal, Ph.D. President & CEO, Association for Spirit at Work
(June 2007 Allied Ronin E-Newsletter)
Recently I traveled to West Hartford, Connecticut to deliver leadership and team effectiveness event hosted by DeSai Learning Systems. There I was joined by Dr. Judi Neal, President and CEO of University of San Francisco.
What makes Judi Neal rare and special? In my opinion, it's the result of the adversity she has faced, what she has learned from it, and how she managed not only to rise above it, but to carry her learning into the world in ways that touch others so that their lives transform. Judi's book "Edgewalkers" has just been published and she has agreed to an interview for the June 2007 Allied Ronin e-newsletter. Enjoy … but most importantly, put into practice what moves you!
Lance M. Giroux, Founder/Executive Director, Allied Ronin
AR: Judi, what is the Association for Spirit at Work, why did you create it and what do you see it does for the world?
Judi: The Association for Spirit at Work is a membership organization that provides community, networking and resources for those who are integrating work and spirituality and those who are called to support societal transformation through a shift in organizational consciousness. Back in 1992, when I first became interested in the integration of spiritual values and practices in my own work, I felt quite alone and often wondered if I wasn't a little bit crazy trying to do this. Eventually I discovered other people on the same path and I felt it was important that we find ways to connect and support each other in a world that often does not support or reward the value system we are trying to live by.
I think we have done a tremendous amount to legitimize the role of spiritual values and spiritual practices in the workplace. In 1992, there was only one book on the topic, now there are thousands. All of the mainstream media have written articles on spirituality in the workplace and some have even had cover articles such as Business Week and Fortune Magazine. The Academy of Management now has a special interest group called "Management, Spirituality, and Religion" that I helped co-found and chair, and it is now the fastest growing group in the Academy. Thousands of consultants and coaches are incorporating spirituality into their work and having a positive impact on organizations.
One of our major contributions is the creation of the International Spirit at Work Award (formerly the Willis Harman Spirit at Work Award). We honor organizations that have an explicit commitment to nurturing the human spirit in the workplace. In five years, we have honored 35 organizations from 12 countries. Case studies of these organizations appear on our website, and the leaders of these organizations run workshops at our annual conference, teaching other people how to do what they have done.
AR: What do you feel is the biggest challenge facing organizational leaders today?
Judi: The biggest challenge is attracting and retaining key talent, and bringing out the creativity and passion of all employees. All organizations basically have the same access to technology, business processes, and information. The deciding factor in competitiveness is the creativity and involvement of their people. The secret is to find ways to tap into their deepest values and their creativity. One of our International Spirit at Work Honorees was a company called Elcoteq in Germany. The CEO of this company was Ruediger Fox who came into a company that was losing money like crazy and he turned it around in just six months through the application of spiritual values like trustworthiness, humility, respect, and unity. Within two years the company was breaking all performance records. However, the parent company did not understand the importance of spiritual values and they began to implement policies that were in conflict with these values. Mr. Fox fought these for as long as he could and when he knew he was not making any progress, he left the company and went to work for a more spiritually focused organization. Elcoteq lost the person who had created incredible performance and a positive measurable impact on the bottom line. This kind of thing happens every day, and organizational leaders need to begin to understand a new way to lead that is based on a values-driven code of leadership.
AR: How would you answer that same question with respect to those we call "teachers" whether they be involved in elementary education, high school or the university level... or at a much more basic level ... the parents of today's youth?
Judi: Teachers today are challenged with trying to teach in a system that is soul-deadening and not very conducive to learning. First of all, education only focuses on intellectual learning, and to a minor extent - physical education. Research has shown that success is based even more on emotional, social, and spiritual intelligence, yet these are not taught in any of our halls of learning. Students are more sophisticated than ever, and in many ways, are more scared than ever of the world that is being left for them to lead when they become adults. They want to be treated as whole persons and they want some assurance that their education will prepare them to survive and thrive in an increasing chaotic and unpredictable world. It is very difficult for teachers to be able to give them what they need in the midst of a bureaucratic system that requires that a certain level of curriculum be covered, whether its of interest to students or not, and whether or not it is relevant. Teachers are encouraged to not get too close with students, physically or emotionally, for fear of litigation. They are not allowed or encouraged to be creative, and many teachers leave the profession because it is not nurturing to their own souls.
Parents also have incredible challenges today. Usually both parents have to work in order to make a living, and so there is always the challenge of finding ways to be with their children and time to truly be a parent. Parents are stressed out and are not always in the best emotional and spiritual space to be able to give their children what they need. And the world is not as safe for children as it seemed it was for us when we were growing up. I remember when Halloween started to become a dangerous holiday because of the potential of pins or razors in candy. Violence in schools, child abductions, sexual abuse from teachers and priests and trusted others – all of these make it harder to be a parent in today’s world.
Teachers and parents both can benefit from any techniques or practices that help them to stay whole, centered, values-driven, loving and compassionate. Most of our institutions do not provide ways for them to do this, but there are a few pioneering organizations, and we can learn from them.
AR: What about the students they teach, particularly the young women and men about ready to leave home and establish their own mark in the world?
Judi: These young men and women have an interesting mix of cynicism about the world, and a passionate idealism. Perhaps that’s healthy. They have seen a lot more of both the good and the bad of humanity that my generation did when growing up. They have more information about the state of the world than we ever had, and they know that it is going to be up to them to make a difference in critical issues like world poverty, peace, the environment, and a fair and just society for all. The more we can help them to know their strengths and encourage their idealism, the better. We can understand their cynicism but have to help them realize that it can be paralyzing if it is all that they focus on. They can make a difference.
AR: You have quite a story with respect to what occurred for you at Honeywell. Can you talk about that and shed light on what happened, what you learned as a result of that and how that has shaped your life and work?
Judi: In 1987, I was working as the Manager of Organizational Development and Training at the Honeywell Defense Systems Division plant in Joliet, IL. We made ammunition that was sold to the military. During a team building process with the ballistics team, I discovered that the reason for the poor morale was that people were being told to alter ballistics test data and to report faulty ammunition as meeting specifications. I became a whistle blower and did not have my anonymity protected. I made the mistake of reporting the fraud to our internal ethics hotline, and the person I called told high-level Honeywell managers that I was the whistle blower.
For the next several months I suffered retaliation, including having my life threatened, my job duties taken away, and a promotion blocked. I ended up quitting my job and went into a deep depression because all meaning and purpose had disappeared from my work. I now call that my “Dark Night of the Soul.”
To help me through this difficult time, I started reading everything spiritual I could get my hands on. I began to meditate and pray and do yoga. Somewhere, in the midst of all this, I had the sense that this was all happening for a reason and that some day I would understand.
I had seen the dark underbelly of the corporate world, and I wanted to do whatever I could to ensure that others would not have to go through what I went through. I began, over time, to explore how spirituality might be helpful to organizations, and that’s when I decided to created the Association for Spirit at Work.
I learned that integrity is the most important value we can live by, and that everything else flows from that. When you live from integrity, you no longer have to live in fear. You are being authentic, and that gives you power. No one can ever take that away from you, no matter what. To not have integrity is to lose your soul.
AR: When we worked together this past April for DeSai Learning, you told me about your new book, "Edgewalkers" (Praeger Publishing). What is an "Edgewalker", who are some of history's "Egewalkers", and what differences are being felt today as a result of their lives?
Judi: An Edgewalker is someone who walks between worlds, or different realities. In ancient cultures, each village had a shaman or medicine man who would visit the invisible world to obtain vital information, guidance, and healing for members of the tribe.
In today’s world, we need people who have this capacity more than ever. Edgewalkers are the first ones in an organization to take on a challenging new assignment. They are the ones with breakthrough ideas. They have an uncanny intuition about the future. They are the ones that people often describe as crazy when they first propose ideas, and then later, when they are successful, people describe them as brilliant.
Some of history’s Edgewalkers include people like Albert Schweitzer, Nelson Mandela, Igor Sikorsky (the inventor of the helicopter), and Albert Einstein. They each had a strong spiritual or mystical life and that gave them the courage and insight to do things that others said could not be done.
We need Edgewalkers in the world today because they are able to rise above a single paradigm or reality and to see the interconnectedness and systemic nature of humanity. We also need them because of their ability to see underlying patterns in the chaos and they can help to lead us to a better future that works for all.
AR: Would you say that "edgewalking" is generally supported by institutionalized education and business today? Why is this so?
Judi: I wish I could say that this was so, but it’s not. Edgewalkers are often treated as if they were an invading virus into a system. Institutionalized education and business have strong antibody systems that fight people who have different and unique ideas, who appear different, and who are uncomfortable with playing the institutionalized game.
That is the main reason I wrote this book. I wanted to give these people a name and to legitimize their importance in organizations. I want organizations and educational institutions to find new ways to value what Edgewalkers have to bring to the party. And I want Edgewalkers to have the courage to be themselves.
I cannot tell you how many people have read my book and have told me what it meant to them to have a name for what they are and to know that they are needed in the world, just the way they are. If you are an Edgewalker, knowing that there is a concept and that there are others like you, can be very empowering.
AR: If the average person has it within him or herself to be an edgewalker what must they do to get onto such a path ... and then stay on it?
To get on the Edgewalker path, the first step is to work on self-awareness. Each human being is unique. We each have special gifts, and I believe we each have our own calling. No one else can tell us what our gifts and our calling are, although they may be able to help point to it. It is extremely important to spend time in self-reflection. This can be done through journaling, through meditation, through prayer, and through time in nature, for example.
Secondly they must pay attention to what they are passionate about, regardless of whether it seems practical or not. Passion is a key source of energy and by following our passion, we open up the doors for greater intuition, creativity, spiritual guidance, and synchronicity.
In my book I talk about the need to also develop one’s integrity, vision, and playfulness. These five characteristics; self-awareness, passion, integrity, vision, and playfulness, are the hallmarks of an Edgewalker, and each of these characteristics can be developed through conscious attention. I have developed a workshop called “Walking on the Leading Edge,” that takes people through each of these characteristics and helps them to deepen the way they live them.
There are also five key skills that people can develop, and these are the skills that are needed if people want to stay on the Edgewalker path:
* Sensing the future
* Risk-taking
* Manifesting
* Focusing
* Appreciating
These are skills that are taught in a more advanced Edgewalker workshop. People can learn more about Edgewalkers and about these workshops at http://www.edgewalkers.org/.
AR: What about organizations ... are there edgewalking organizations, and if so what stands out about them?
Judi: Edgewalking organizations are rare, but they exist. What stands out about them is that they don’t follow the rules of business, they make their own rules. One wonderful example is the San Francisco hospitality company Joie de Vivre, founded by Chip Conley. Chip wrote a book called “The Rebel Rules” and his company is a perfect example of an organization that no one would have ever predicted would have been successful. But while other hospitality companies have been losing money for years in the San Francisco area, Joie de Vivre is growing and thriving. Instead of trying to create economies of scale and to standardize their hotels, like say a Marriott or a Hilton, each Joie de Vivre hotel has a distinct personality and is extremely unique. If you go to their website, you can take a questionnaire that tells you which hotels are the most likely to be ones that fit your personality and tastes. They are a very spiritual organization and they trust their instincts and they have the courage to turn right when everyone else is turning left.
Edgewalking organizations embrace their Edgewalkers and create a values-driven, fun, and creative culture. They also have room for what I call Hearthtenders and Flamekeepers, people who create stability in the organization and who help the organization to live by its core values.
AR: You write in your book (p 69) that the key to being an Edgewalker is "to be true to yourself and to your own calling. If you immerse yourself in what matters to you, keep yourself open to possibilities, and make a commitment to act on what is calling you at the deepest level, you will be shown the future." What advice do you have for those who seek to be true to themselves and seek their own calling? What pitfalls do you see they need to attend to as they move forward with this calling?
Judi: Our society teaches us to focus on money, status and success. Edgewalkers are not at all driven by these factors, although they are often very successful financially. My advice to those who seek to be true to themselves and to seek their own calling is to stay away from naysayers. Ignore the people who tell you that your dream is impossible. To them it is. To you it’s not. If it is truly your calling, you will find a way to manifest it, and the Universe will help.
If you think that you don’t know what your calling is, I suspect that you are lying to yourself. James Hillman wrote that we all have our own “Soul’s Code” implanted in our spiritual DNA and signs of it show up in our childhood. You may be burying dreams that you thought were impossible or impractical. Or you are just too scared to shake up your current life. And following your dreams will shake up your life. There will be some losses. My friend Martha Finney, author of “Find Your Calling: Love Your Life” calls them necessary losses.
If you follow your calling, you will lose relationships that no longer serve you. You may go through a time of financial difficulty as you build something new in your life. You may lose some sense of your old identity as you build a newer and truer you. It takes courage and tenacity to go through these changes and losses, but the new reality is absolutely worth it. You begin to build a world that plays by the rules that you are creating, and believe me, that’s a lot more fun!
AR: What is your hope for the future?
Judi: My hope for the future is that we as a human race begin to live our full potential. We are evolving as a species and are developing a greater sense of our interconnectedness and a greater reverence for life and beauty and joy. There are pioneers who are already living in this new reality and they are passionately committed to creating a planetary community that values each human being as precious and worthy.
My hope is that enough of these people can evolve quickly enough to create a critical mass that will shift us away from a culture driven by materialism, greed, hatred, violence, and a disregard for nature. It is important to watch for the signs that this is happening and to tell the positive stories so that we can give others hope and courage to make the changes that need to be made.
AR: If you were limited to one central idea, one thought ... as if it were the first, last or only thing you could ever say to anyone ... what would it be?
Judi: Love is all there is.
Judi Neal, Ph.D.
President & CEO, Association for Spirit at Work
http://www.spiritatwork.org/
President, Judi Neal & Associates
http://www.judineal.com/
Author of /Edgewalkers: People and Organizations that Take Risks, Build Bridges, and Break New Ground/ (Praeger 2006)
http://www.edgewalkers.org/
Recently I traveled to West Hartford, Connecticut to deliver leadership and team effectiveness event hosted by DeSai Learning Systems. There I was joined by Dr. Judi Neal, President and CEO of University of San Francisco.
What makes Judi Neal rare and special? In my opinion, it's the result of the adversity she has faced, what she has learned from it, and how she managed not only to rise above it, but to carry her learning into the world in ways that touch others so that their lives transform. Judi's book "Edgewalkers" has just been published and she has agreed to an interview for the June 2007 Allied Ronin e-newsletter. Enjoy … but most importantly, put into practice what moves you!
Lance M. Giroux, Founder/Executive Director, Allied Ronin
AR: Judi, what is the Association for Spirit at Work, why did you create it and what do you see it does for the world?
Judi: The Association for Spirit at Work is a membership organization that provides community, networking and resources for those who are integrating work and spirituality and those who are called to support societal transformation through a shift in organizational consciousness. Back in 1992, when I first became interested in the integration of spiritual values and practices in my own work, I felt quite alone and often wondered if I wasn't a little bit crazy trying to do this. Eventually I discovered other people on the same path and I felt it was important that we find ways to connect and support each other in a world that often does not support or reward the value system we are trying to live by.
I think we have done a tremendous amount to legitimize the role of spiritual values and spiritual practices in the workplace. In 1992, there was only one book on the topic, now there are thousands. All of the mainstream media have written articles on spirituality in the workplace and some have even had cover articles such as Business Week and Fortune Magazine. The Academy of Management now has a special interest group called "Management, Spirituality, and Religion" that I helped co-found and chair, and it is now the fastest growing group in the Academy. Thousands of consultants and coaches are incorporating spirituality into their work and having a positive impact on organizations.
One of our major contributions is the creation of the International Spirit at Work Award (formerly the Willis Harman Spirit at Work Award). We honor organizations that have an explicit commitment to nurturing the human spirit in the workplace. In five years, we have honored 35 organizations from 12 countries. Case studies of these organizations appear on our website, and the leaders of these organizations run workshops at our annual conference, teaching other people how to do what they have done.
AR: What do you feel is the biggest challenge facing organizational leaders today?
Judi: The biggest challenge is attracting and retaining key talent, and bringing out the creativity and passion of all employees. All organizations basically have the same access to technology, business processes, and information. The deciding factor in competitiveness is the creativity and involvement of their people. The secret is to find ways to tap into their deepest values and their creativity. One of our International Spirit at Work Honorees was a company called Elcoteq in Germany. The CEO of this company was Ruediger Fox who came into a company that was losing money like crazy and he turned it around in just six months through the application of spiritual values like trustworthiness, humility, respect, and unity. Within two years the company was breaking all performance records. However, the parent company did not understand the importance of spiritual values and they began to implement policies that were in conflict with these values. Mr. Fox fought these for as long as he could and when he knew he was not making any progress, he left the company and went to work for a more spiritually focused organization. Elcoteq lost the person who had created incredible performance and a positive measurable impact on the bottom line. This kind of thing happens every day, and organizational leaders need to begin to understand a new way to lead that is based on a values-driven code of leadership.
AR: How would you answer that same question with respect to those we call "teachers" whether they be involved in elementary education, high school or the university level... or at a much more basic level ... the parents of today's youth?
Judi: Teachers today are challenged with trying to teach in a system that is soul-deadening and not very conducive to learning. First of all, education only focuses on intellectual learning, and to a minor extent - physical education. Research has shown that success is based even more on emotional, social, and spiritual intelligence, yet these are not taught in any of our halls of learning. Students are more sophisticated than ever, and in many ways, are more scared than ever of the world that is being left for them to lead when they become adults. They want to be treated as whole persons and they want some assurance that their education will prepare them to survive and thrive in an increasing chaotic and unpredictable world. It is very difficult for teachers to be able to give them what they need in the midst of a bureaucratic system that requires that a certain level of curriculum be covered, whether its of interest to students or not, and whether or not it is relevant. Teachers are encouraged to not get too close with students, physically or emotionally, for fear of litigation. They are not allowed or encouraged to be creative, and many teachers leave the profession because it is not nurturing to their own souls.
Parents also have incredible challenges today. Usually both parents have to work in order to make a living, and so there is always the challenge of finding ways to be with their children and time to truly be a parent. Parents are stressed out and are not always in the best emotional and spiritual space to be able to give their children what they need. And the world is not as safe for children as it seemed it was for us when we were growing up. I remember when Halloween started to become a dangerous holiday because of the potential of pins or razors in candy. Violence in schools, child abductions, sexual abuse from teachers and priests and trusted others – all of these make it harder to be a parent in today’s world.
Teachers and parents both can benefit from any techniques or practices that help them to stay whole, centered, values-driven, loving and compassionate. Most of our institutions do not provide ways for them to do this, but there are a few pioneering organizations, and we can learn from them.
AR: What about the students they teach, particularly the young women and men about ready to leave home and establish their own mark in the world?
Judi: These young men and women have an interesting mix of cynicism about the world, and a passionate idealism. Perhaps that’s healthy. They have seen a lot more of both the good and the bad of humanity that my generation did when growing up. They have more information about the state of the world than we ever had, and they know that it is going to be up to them to make a difference in critical issues like world poverty, peace, the environment, and a fair and just society for all. The more we can help them to know their strengths and encourage their idealism, the better. We can understand their cynicism but have to help them realize that it can be paralyzing if it is all that they focus on. They can make a difference.
AR: You have quite a story with respect to what occurred for you at Honeywell. Can you talk about that and shed light on what happened, what you learned as a result of that and how that has shaped your life and work?
Judi: In 1987, I was working as the Manager of Organizational Development and Training at the Honeywell Defense Systems Division plant in Joliet, IL. We made ammunition that was sold to the military. During a team building process with the ballistics team, I discovered that the reason for the poor morale was that people were being told to alter ballistics test data and to report faulty ammunition as meeting specifications. I became a whistle blower and did not have my anonymity protected. I made the mistake of reporting the fraud to our internal ethics hotline, and the person I called told high-level Honeywell managers that I was the whistle blower.
For the next several months I suffered retaliation, including having my life threatened, my job duties taken away, and a promotion blocked. I ended up quitting my job and went into a deep depression because all meaning and purpose had disappeared from my work. I now call that my “Dark Night of the Soul.”
To help me through this difficult time, I started reading everything spiritual I could get my hands on. I began to meditate and pray and do yoga. Somewhere, in the midst of all this, I had the sense that this was all happening for a reason and that some day I would understand.
I had seen the dark underbelly of the corporate world, and I wanted to do whatever I could to ensure that others would not have to go through what I went through. I began, over time, to explore how spirituality might be helpful to organizations, and that’s when I decided to created the Association for Spirit at Work.
I learned that integrity is the most important value we can live by, and that everything else flows from that. When you live from integrity, you no longer have to live in fear. You are being authentic, and that gives you power. No one can ever take that away from you, no matter what. To not have integrity is to lose your soul.
AR: When we worked together this past April for DeSai Learning, you told me about your new book, "Edgewalkers" (Praeger Publishing). What is an "Edgewalker", who are some of history's "Egewalkers", and what differences are being felt today as a result of their lives?
Judi: An Edgewalker is someone who walks between worlds, or different realities. In ancient cultures, each village had a shaman or medicine man who would visit the invisible world to obtain vital information, guidance, and healing for members of the tribe.
In today’s world, we need people who have this capacity more than ever. Edgewalkers are the first ones in an organization to take on a challenging new assignment. They are the ones with breakthrough ideas. They have an uncanny intuition about the future. They are the ones that people often describe as crazy when they first propose ideas, and then later, when they are successful, people describe them as brilliant.
Some of history’s Edgewalkers include people like Albert Schweitzer, Nelson Mandela, Igor Sikorsky (the inventor of the helicopter), and Albert Einstein. They each had a strong spiritual or mystical life and that gave them the courage and insight to do things that others said could not be done.
We need Edgewalkers in the world today because they are able to rise above a single paradigm or reality and to see the interconnectedness and systemic nature of humanity. We also need them because of their ability to see underlying patterns in the chaos and they can help to lead us to a better future that works for all.
AR: Would you say that "edgewalking" is generally supported by institutionalized education and business today? Why is this so?
Judi: I wish I could say that this was so, but it’s not. Edgewalkers are often treated as if they were an invading virus into a system. Institutionalized education and business have strong antibody systems that fight people who have different and unique ideas, who appear different, and who are uncomfortable with playing the institutionalized game.
That is the main reason I wrote this book. I wanted to give these people a name and to legitimize their importance in organizations. I want organizations and educational institutions to find new ways to value what Edgewalkers have to bring to the party. And I want Edgewalkers to have the courage to be themselves.
I cannot tell you how many people have read my book and have told me what it meant to them to have a name for what they are and to know that they are needed in the world, just the way they are. If you are an Edgewalker, knowing that there is a concept and that there are others like you, can be very empowering.
AR: If the average person has it within him or herself to be an edgewalker what must they do to get onto such a path ... and then stay on it?
To get on the Edgewalker path, the first step is to work on self-awareness. Each human being is unique. We each have special gifts, and I believe we each have our own calling. No one else can tell us what our gifts and our calling are, although they may be able to help point to it. It is extremely important to spend time in self-reflection. This can be done through journaling, through meditation, through prayer, and through time in nature, for example.
Secondly they must pay attention to what they are passionate about, regardless of whether it seems practical or not. Passion is a key source of energy and by following our passion, we open up the doors for greater intuition, creativity, spiritual guidance, and synchronicity.
In my book I talk about the need to also develop one’s integrity, vision, and playfulness. These five characteristics; self-awareness, passion, integrity, vision, and playfulness, are the hallmarks of an Edgewalker, and each of these characteristics can be developed through conscious attention. I have developed a workshop called “Walking on the Leading Edge,” that takes people through each of these characteristics and helps them to deepen the way they live them.
There are also five key skills that people can develop, and these are the skills that are needed if people want to stay on the Edgewalker path:
* Sensing the future
* Risk-taking
* Manifesting
* Focusing
* Appreciating
These are skills that are taught in a more advanced Edgewalker workshop. People can learn more about Edgewalkers and about these workshops at http://www.edgewalkers.org/.
AR: What about organizations ... are there edgewalking organizations, and if so what stands out about them?
Judi: Edgewalking organizations are rare, but they exist. What stands out about them is that they don’t follow the rules of business, they make their own rules. One wonderful example is the San Francisco hospitality company Joie de Vivre, founded by Chip Conley. Chip wrote a book called “The Rebel Rules” and his company is a perfect example of an organization that no one would have ever predicted would have been successful. But while other hospitality companies have been losing money for years in the San Francisco area, Joie de Vivre is growing and thriving. Instead of trying to create economies of scale and to standardize their hotels, like say a Marriott or a Hilton, each Joie de Vivre hotel has a distinct personality and is extremely unique. If you go to their website, you can take a questionnaire that tells you which hotels are the most likely to be ones that fit your personality and tastes. They are a very spiritual organization and they trust their instincts and they have the courage to turn right when everyone else is turning left.
Edgewalking organizations embrace their Edgewalkers and create a values-driven, fun, and creative culture. They also have room for what I call Hearthtenders and Flamekeepers, people who create stability in the organization and who help the organization to live by its core values.
AR: You write in your book (p 69) that the key to being an Edgewalker is "to be true to yourself and to your own calling. If you immerse yourself in what matters to you, keep yourself open to possibilities, and make a commitment to act on what is calling you at the deepest level, you will be shown the future." What advice do you have for those who seek to be true to themselves and seek their own calling? What pitfalls do you see they need to attend to as they move forward with this calling?
Judi: Our society teaches us to focus on money, status and success. Edgewalkers are not at all driven by these factors, although they are often very successful financially. My advice to those who seek to be true to themselves and to seek their own calling is to stay away from naysayers. Ignore the people who tell you that your dream is impossible. To them it is. To you it’s not. If it is truly your calling, you will find a way to manifest it, and the Universe will help.
If you think that you don’t know what your calling is, I suspect that you are lying to yourself. James Hillman wrote that we all have our own “Soul’s Code” implanted in our spiritual DNA and signs of it show up in our childhood. You may be burying dreams that you thought were impossible or impractical. Or you are just too scared to shake up your current life. And following your dreams will shake up your life. There will be some losses. My friend Martha Finney, author of “Find Your Calling: Love Your Life” calls them necessary losses.
If you follow your calling, you will lose relationships that no longer serve you. You may go through a time of financial difficulty as you build something new in your life. You may lose some sense of your old identity as you build a newer and truer you. It takes courage and tenacity to go through these changes and losses, but the new reality is absolutely worth it. You begin to build a world that plays by the rules that you are creating, and believe me, that’s a lot more fun!
AR: What is your hope for the future?
Judi: My hope for the future is that we as a human race begin to live our full potential. We are evolving as a species and are developing a greater sense of our interconnectedness and a greater reverence for life and beauty and joy. There are pioneers who are already living in this new reality and they are passionately committed to creating a planetary community that values each human being as precious and worthy.
My hope is that enough of these people can evolve quickly enough to create a critical mass that will shift us away from a culture driven by materialism, greed, hatred, violence, and a disregard for nature. It is important to watch for the signs that this is happening and to tell the positive stories so that we can give others hope and courage to make the changes that need to be made.
AR: If you were limited to one central idea, one thought ... as if it were the first, last or only thing you could ever say to anyone ... what would it be?
Judi: Love is all there is.
Judi Neal, Ph.D.
President & CEO, Association for Spirit at Work
http://www.spiritatwork.org/
President, Judi Neal & Associates
http://www.judineal.com/
Author of /Edgewalkers: People and Organizations that Take Risks, Build Bridges, and Break New Ground/ (Praeger 2006)
http://www.edgewalkers.org/
Monday, May 14, 2007
"Coming to Our Senses"
A dear friend recently recommended the book "Coming To Our Senses" by Jon Kabat-Zinn, and I am slowly taking my journey through it. In so doing I'm recommending it (the book and the slow pace) to others. Last week while sitting at a local coffee house reading and reflecting I came across what follows (from p.70-71). Because this passage resonates with my work in general, and my CD "The Art of Practice" in particular, I wanted to make sure it is passed along to you.
"Thich Nhat Hanh, the Vietnamese Zen master ... aptly points out that one reason we might want to practice mindfulness is that most of the time we are unwittingly practicing its opposite. Every time we get angry we get better at being angry and reinforce the anger habit. When it is really bad, we say we see red, which means we don't see accurately what is happening at all, and so, in that moment you could say we have 'lost' out mind. Every time we become self-absorbed, we get better at becoming self-absorbed and going unconscious. Every time we get anxious, be get better at being anxious. Practice does make perfect. Without awareness of anger or of self-absorption, or ennui, or any other mind state that can take us over when it arises, we reinforce those synaptic networks within the nervous system that underlie our conditioned behaviors and mindless habits, and from which it becomes increasingly difficult to disentangle ourselves, if we are even aware of what is happening at all. Every moment in which we are caught, by desire, by an emotion, by an unexamined impulse, idea, or oopinion, in a very real way we are instantly imprisoned by the contraction within the habitual way we react, whether it is a habit of withdrawal and distancing ourselves, as in depression and sadness, or erupting and getting emotionally 'highjacked' by our feelings when we fall headlong into anxiety or anger. Such moments are always accompanies by a contraction in both the mind and the body.
But, and this is a huge 'but,' there is simultaneously a potential opening available here as well, a chance not to fall into the contraction -- or to recover more quickly from it -- if we can bring awareness to it. For we are locked up in the automaticity of our reaction and caught in its downstream consequences (i.e., what happens in the very next moment, in the world and in ourselves) only by our blindness in that moment. Dispel the blindness, and we see that the cage we thought we were caught in is already open."
"Thich Nhat Hanh, the Vietnamese Zen master ... aptly points out that one reason we might want to practice mindfulness is that most of the time we are unwittingly practicing its opposite. Every time we get angry we get better at being angry and reinforce the anger habit. When it is really bad, we say we see red, which means we don't see accurately what is happening at all, and so, in that moment you could say we have 'lost' out mind. Every time we become self-absorbed, we get better at becoming self-absorbed and going unconscious. Every time we get anxious, be get better at being anxious. Practice does make perfect. Without awareness of anger or of self-absorption, or ennui, or any other mind state that can take us over when it arises, we reinforce those synaptic networks within the nervous system that underlie our conditioned behaviors and mindless habits, and from which it becomes increasingly difficult to disentangle ourselves, if we are even aware of what is happening at all. Every moment in which we are caught, by desire, by an emotion, by an unexamined impulse, idea, or oopinion, in a very real way we are instantly imprisoned by the contraction within the habitual way we react, whether it is a habit of withdrawal and distancing ourselves, as in depression and sadness, or erupting and getting emotionally 'highjacked' by our feelings when we fall headlong into anxiety or anger. Such moments are always accompanies by a contraction in both the mind and the body.
But, and this is a huge 'but,' there is simultaneously a potential opening available here as well, a chance not to fall into the contraction -- or to recover more quickly from it -- if we can bring awareness to it. For we are locked up in the automaticity of our reaction and caught in its downstream consequences (i.e., what happens in the very next moment, in the world and in ourselves) only by our blindness in that moment. Dispel the blindness, and we see that the cage we thought we were caught in is already open."
Monday, April 30, 2007
Friends
Who are your friends? Do you know? Who lives under your roof or works at your place of business or in your town … and roots for you? Really?
Who knows you well enough to listen to your faults, and has room to understand because maybe similar faults reside within their own organization or mind-body system? In other words … they really understand? Who stands with and accepts you as just you are? Without judgment? Who sees the powerful person you have it within yourself to be? Who encourages you to step beyond your self-imposed limitations into your constructive potential? Who doesn’t rush you in your decision-making processes for the sake of some fad or for the sake of pressing you to develop a sense of urgency? Who encourages you to take basic and fundamental one-day-at-a-time steps? Who makes room for your failures and rejoices in your wins?
And who, if they were asked today, would say that they count you among those who will do the above same things for them?
This morning I decided to walk to Petaluma’s Apple Box restaurant, sit and write this month’s newsletter. It’s a sunny day, the river’s high, a slight northwest breeze is blowing – perfect springtime weather in northern California’s wine country. Lots of stuff has been happening that could be the grist for this month’s article. A few days ago Lisa Ludwigsen, Founder of The School Garden Company and I provided a unique team building program for the Petaluma branch of Frank Howard Allen Realtors. We’re still riding the buzz from that because it was such a success for the organization. You know … the kind of success when a client’s discovery exceeds their own expectations and they want you to come back to work with them again. Additionally, the previous six weeks have provided abundant experiences– four extensive trips supporting: Krakowskie Stowarzyszenie Aikido in Krakow, Poland Top Human Technologies Ltd in Shenzhen and Shanghai, China the University of Nevada undergraduate L.E.A.D. program in Las Vegas; DeSai Learning in Hartford, Connecticut. Plus Allied Ronin hosted a special team effectiveness program for the Federated Indians of Graton Rancheria here in northern California. On top of it all, a bundle of recently uncovered source material arrived for study and application including: George Leonard’s The Warrior (Esquire 1986) and Don Levin’s The Liberal Arts and the Martial Arts (Association of American Colleges, 1984) and Somatic Elements In Social Conflict (Blackwell Publishing/The Sociological Review, 2007).
So the walk to Petaluma’s Apple Box was awash with thought: what to draw from and how to organize it. I mapped out my plan, settled into it, ordered tea, turned on the computer, and got serious about what to write. Then … things changed.
While I sat gazing out the window, tea in hand, laptop buzzing, and preparing to write, I was unaware that Peter Welker, friend and world-class musician was sneaking up behind me – until his tap hit my shoulder and his familiar greeting sounded in my ears, “Hey man, can I buy you a pastry?”
There is no need to go through the details of our discussion. It is all far too personal to write about at this time, though we spent a good half hour catching up on the past few months of life. Our relationship goes back ten years to the evening when he (a strange face stepping out of a local bookstore) stopped me on the street, introduced himself and said he would be attending a Samurai Game® that I was scheduled to facilitate. I had no idea then who he was nor the caliber of artists he associated with. I had no idea regarding the challenges he was facing or what was going on in his life; and he had no idea regarding similar things about me. But this I will say … his life is much different today – it’s richer, fuller and more alive with bigger and better challenges. And so is mine. I’d like to believe that the event I facilitated helped his life. He’s told me many times it has. But he’s a gracious guy and who knows, maybe he’s just being nice. I do know this though … the times I’ve spent with him over the past ten years has truly helped me – whether it’s been chatting about kids and relationships, or playing chess together or just talking about life’s idiosyncrasies Peter Welker has made a positive difference in my life. So I said, “Sure, I’ll take a poppy-seed muffin.”
Near the end of our talk today, Peter tells me, “Hey man, check this out. I’ve invited Fred Lipsius to play with me June 8th and he’s going to be staying at my place. We’re going to turn the town, maybe the county, upside down with people” I looked at him puzzled. “You don’t know who Fred Lipsius is!,” he laughs … and then pulls a flyer off The Apple Box counter and hands it to me. “Look here … Fred Lipsius … multi Grammy Award winner … former leader of Blood, Sweat and Tears. He wrote the huge hit Spinning Wheel.” I had to grin BIG. First, because the song Spinning Wheel has always been one of my favorites. Second, because I didn’t know until that moment who wrote it or who Fred Lipsius was/is. And third, because Welker – at this stage in his life with all of the challenges of his past - continues to grow and expand and live his dream and play his horn and make thousands of people happy.
When we wrapped up our conversation and he got ready to leave for an appointment, he said, “Hey man, I gotta tell you something else … I’m getting married!” My BIG grin spread completely across my face. Then he added … “You know what else … you’re doing some great things in the world and I’m rooting for you.” I couldn’t say much to that, it was as unexpected as the touch on my shoulder a half hour earlier. But I felt I had to write about it.
True friends. They make all the difference in our world. They show up when least expected, and they don’t quit on you. Who are yours? Do you know? Who roots for you in the quiet moments? Really?
Who knows you well enough to listen to your faults, and has room to understand because maybe similar faults reside within their own organization or mind-body system? In other words … they really understand? Who stands with and accepts you as just you are? Without judgment? Who sees the powerful person you have it within yourself to be? Who encourages you to step beyond your self-imposed limitations into your constructive potential? Who doesn’t rush you in your decision-making processes for the sake of some fad or for the sake of pressing you to develop a sense of urgency? Who encourages you to take basic and fundamental one-day-at-a-time steps? Who makes room for your failures and rejoices in your wins?
And who, if they were asked today, would say that they count you among those who will do the above same things for them?
This morning I decided to walk to Petaluma’s Apple Box restaurant, sit and write this month’s newsletter. It’s a sunny day, the river’s high, a slight northwest breeze is blowing – perfect springtime weather in northern California’s wine country. Lots of stuff has been happening that could be the grist for this month’s article. A few days ago Lisa Ludwigsen, Founder of The School Garden Company and I provided a unique team building program for the Petaluma branch of Frank Howard Allen Realtors. We’re still riding the buzz from that because it was such a success for the organization. You know … the kind of success when a client’s discovery exceeds their own expectations and they want you to come back to work with them again. Additionally, the previous six weeks have provided abundant experiences– four extensive trips supporting: Krakowskie Stowarzyszenie Aikido in Krakow, Poland Top Human Technologies Ltd in Shenzhen and Shanghai, China the University of Nevada undergraduate L.E.A.D. program in Las Vegas; DeSai Learning in Hartford, Connecticut. Plus Allied Ronin hosted a special team effectiveness program for the Federated Indians of Graton Rancheria here in northern California. On top of it all, a bundle of recently uncovered source material arrived for study and application including: George Leonard’s The Warrior (Esquire 1986) and Don Levin’s The Liberal Arts and the Martial Arts (Association of American Colleges, 1984) and Somatic Elements In Social Conflict (Blackwell Publishing/The Sociological Review, 2007).
So the walk to Petaluma’s Apple Box was awash with thought: what to draw from and how to organize it. I mapped out my plan, settled into it, ordered tea, turned on the computer, and got serious about what to write. Then … things changed.
While I sat gazing out the window, tea in hand, laptop buzzing, and preparing to write, I was unaware that Peter Welker, friend and world-class musician was sneaking up behind me – until his tap hit my shoulder and his familiar greeting sounded in my ears, “Hey man, can I buy you a pastry?”
There is no need to go through the details of our discussion. It is all far too personal to write about at this time, though we spent a good half hour catching up on the past few months of life. Our relationship goes back ten years to the evening when he (a strange face stepping out of a local bookstore) stopped me on the street, introduced himself and said he would be attending a Samurai Game® that I was scheduled to facilitate. I had no idea then who he was nor the caliber of artists he associated with. I had no idea regarding the challenges he was facing or what was going on in his life; and he had no idea regarding similar things about me. But this I will say … his life is much different today – it’s richer, fuller and more alive with bigger and better challenges. And so is mine. I’d like to believe that the event I facilitated helped his life. He’s told me many times it has. But he’s a gracious guy and who knows, maybe he’s just being nice. I do know this though … the times I’ve spent with him over the past ten years has truly helped me – whether it’s been chatting about kids and relationships, or playing chess together or just talking about life’s idiosyncrasies Peter Welker has made a positive difference in my life. So I said, “Sure, I’ll take a poppy-seed muffin.”
Near the end of our talk today, Peter tells me, “Hey man, check this out. I’ve invited Fred Lipsius to play with me June 8th and he’s going to be staying at my place. We’re going to turn the town, maybe the county, upside down with people” I looked at him puzzled. “You don’t know who Fred Lipsius is!,” he laughs … and then pulls a flyer off The Apple Box counter and hands it to me. “Look here … Fred Lipsius … multi Grammy Award winner … former leader of Blood, Sweat and Tears. He wrote the huge hit Spinning Wheel.” I had to grin BIG. First, because the song Spinning Wheel has always been one of my favorites. Second, because I didn’t know until that moment who wrote it or who Fred Lipsius was/is. And third, because Welker – at this stage in his life with all of the challenges of his past - continues to grow and expand and live his dream and play his horn and make thousands of people happy.
When we wrapped up our conversation and he got ready to leave for an appointment, he said, “Hey man, I gotta tell you something else … I’m getting married!” My BIG grin spread completely across my face. Then he added … “You know what else … you’re doing some great things in the world and I’m rooting for you.” I couldn’t say much to that, it was as unexpected as the touch on my shoulder a half hour earlier. But I felt I had to write about it.
True friends. They make all the difference in our world. They show up when least expected, and they don’t quit on you. Who are yours? Do you know? Who roots for you in the quiet moments? Really?
Monday, April 16, 2007
Notes On Listening
Adapted from “On Principled Leadership: It’s Person, Not the Title” by Lance Giroux, published September 2002, in the University of San Francisco Graduate Business Journal*
Do you truly hear what other people are saying, or do you just catch the words and wait to put forward your own opinion? When you are listening to others, what are your agreement patterns? Are you aware of the foundations upon which you base these agreements? What pattern does your automatic disagreement take? Do you hastily disagree out of a need to be heard or to be right?
As you become aware of your quick responses, give yourself permission to go deeper. Listen deeply, with all of your faculties, to what is going on, and in those moments, suspend your judgment of self and others. Step aside from your automatic responses and honestly ask yourself: “What is the basis for my reactions whenever I hear something I like or something I dislike? How long have I been doing this? When did it start for me? What price do I pay for this approach? What does it really get me? What do my actions and reactions produce in the lives of other people?”
This practice of self reflection is fundamental for those who want to grow in their ability to practice the art of leadership and for organizations that want to practice the art of teamwork.
To simplify consider this … there are basically three ways we can listen. Most people spend most of their time doing unproductive listening. Few people practice productive listening. How about you?
Listening Way #1. Believe everything that other people say.
When do you do this? You are listening to someone talking (or you observe them doing something) and you get caught up in their story, and soon without awareness you automatically find yourself agreeing with everything comes out of their mouth. Why? Because, what they are saying fits your past patterns of acceptability. Maybe they remind you of someone you once met that you liked. What ever it is your head starts to bob up and down, your mouth smiles, you relax
Listening Way #2. Be skeptical about everything that other people say.
When do you do this? You are listening to someone talking (or you observe them doing something) and you start resisting what they are saying, and soon without awareness you automatically find yourself disagreeing with whatever comes out of their mouth. Why? Because, what they are saying fits your past patterns of unacceptability. Maybe they remind you of someone you once met that you distained. Whatever it is, your head starts to shake from side to side, your teeth start to grind, your hands get tight and you get tense.
Both these ways … Listening Way #1 and Listening Way #2 … are unproductive, because they involve no self reflection.
Listening Way #3. Self Examination.
It goes like this.
Hear what someone says (or observe what they do).
Notice your own internal and external responses. Do you find yourself agreeing? Do you find yourself relaxing? Are you drawn closer to that person? Do you hear past voices in your own thinking that sound similar? Do you find yourself disagreeing? Do you find yourself mentally arguing? Do you find yourself getting physically tense? OR … are you bored?
However it is that you find yourself responding is OK … because it gives you the opportunity to learn about yourself.
WHAT TO DO … Imagine that you can step outside your body, and look back at yourself. Then imagine that you can poke that person (your other self) in the arm. Then imagine that you can ask that person (your other self):
HEY, WAKE UP … WHY ARE YOU REACTING THAT WAY? WHY ARE YOU AGREEING … WHAT IS IT ABOUT YOU (YOURSELF) THAT WANTS TO AGREE WITH THIS?
Or WHY ARE YOU DISAGREEING … WHAT IS IT ABOUT YOU (YOURSELF) THAT WANTS TO DISAGREE WITH THIS PERSON?
Or WHY ARE YOU BORED … OR WHATEVER THE REACTION YOU ARE HAVING? WHAT IS IT ABOUT YOU (YOURSELF) THAT IS CREATING THIS BORED (OR OTHER) REACTION?
When you do this, your mind will begin to dish up some answers. If you are calm and can wait and wade through things it will tell you about yourself, what it is about you that has formed opinions about what your are hearing. From this you can learn and take productive action in a responsible fashion.
Simply put, the art of Listening The Third Way hinges on one’s ability to BE HERE NOW.
©Lance Giroux, 2006
*note: to request and obtain a pdf file of the complete article
“On Principled Leadership, It’s the Person, Not the Title”
send email to AlliedRonin@aol.com
Do you truly hear what other people are saying, or do you just catch the words and wait to put forward your own opinion? When you are listening to others, what are your agreement patterns? Are you aware of the foundations upon which you base these agreements? What pattern does your automatic disagreement take? Do you hastily disagree out of a need to be heard or to be right?
As you become aware of your quick responses, give yourself permission to go deeper. Listen deeply, with all of your faculties, to what is going on, and in those moments, suspend your judgment of self and others. Step aside from your automatic responses and honestly ask yourself: “What is the basis for my reactions whenever I hear something I like or something I dislike? How long have I been doing this? When did it start for me? What price do I pay for this approach? What does it really get me? What do my actions and reactions produce in the lives of other people?”
This practice of self reflection is fundamental for those who want to grow in their ability to practice the art of leadership and for organizations that want to practice the art of teamwork.
To simplify consider this … there are basically three ways we can listen. Most people spend most of their time doing unproductive listening. Few people practice productive listening. How about you?
Listening Way #1. Believe everything that other people say.
When do you do this? You are listening to someone talking (or you observe them doing something) and you get caught up in their story, and soon without awareness you automatically find yourself agreeing with everything comes out of their mouth. Why? Because, what they are saying fits your past patterns of acceptability. Maybe they remind you of someone you once met that you liked. What ever it is your head starts to bob up and down, your mouth smiles, you relax
Listening Way #2. Be skeptical about everything that other people say.
When do you do this? You are listening to someone talking (or you observe them doing something) and you start resisting what they are saying, and soon without awareness you automatically find yourself disagreeing with whatever comes out of their mouth. Why? Because, what they are saying fits your past patterns of unacceptability. Maybe they remind you of someone you once met that you distained. Whatever it is, your head starts to shake from side to side, your teeth start to grind, your hands get tight and you get tense.
Both these ways … Listening Way #1 and Listening Way #2 … are unproductive, because they involve no self reflection.
Listening Way #3. Self Examination.
It goes like this.
Hear what someone says (or observe what they do).
Notice your own internal and external responses. Do you find yourself agreeing? Do you find yourself relaxing? Are you drawn closer to that person? Do you hear past voices in your own thinking that sound similar? Do you find yourself disagreeing? Do you find yourself mentally arguing? Do you find yourself getting physically tense? OR … are you bored?
However it is that you find yourself responding is OK … because it gives you the opportunity to learn about yourself.
WHAT TO DO … Imagine that you can step outside your body, and look back at yourself. Then imagine that you can poke that person (your other self) in the arm. Then imagine that you can ask that person (your other self):
HEY, WAKE UP … WHY ARE YOU REACTING THAT WAY? WHY ARE YOU AGREEING … WHAT IS IT ABOUT YOU (YOURSELF) THAT WANTS TO AGREE WITH THIS?
Or WHY ARE YOU DISAGREEING … WHAT IS IT ABOUT YOU (YOURSELF) THAT WANTS TO DISAGREE WITH THIS PERSON?
Or WHY ARE YOU BORED … OR WHATEVER THE REACTION YOU ARE HAVING? WHAT IS IT ABOUT YOU (YOURSELF) THAT IS CREATING THIS BORED (OR OTHER) REACTION?
When you do this, your mind will begin to dish up some answers. If you are calm and can wait and wade through things it will tell you about yourself, what it is about you that has formed opinions about what your are hearing. From this you can learn and take productive action in a responsible fashion.
Simply put, the art of Listening The Third Way hinges on one’s ability to BE HERE NOW.
©Lance Giroux, 2006
*note: to request and obtain a pdf file of the complete article
“On Principled Leadership, It’s the Person, Not the Title”
send email to AlliedRonin@aol.com
Wednesday, April 11, 2007
Today's Thought.
It's Wednesday, April 11th, and it's a sunshine day at Shanghai's Pudon Airport, but smoggy nonetheless. Thick gray air has been the standard or over a week now, and maybe prior to my arrival. This is what I've been used to the last few visits to China. I'm beginning to believe it's just the way things are permanently. Sad. Where in China is the air clean and the sky blue?
Today is the day for my 20 hour journey home. My thoughts before getting on Dragon Air #803 are of last night's conversations over dinner and along the walk in The Bund - the "old Shanghai side" just off HuangPu River. I was met by Adam, Evian and Wing - all of the Top Human organization the focus of my support for this trip, first in Shenzhen and then in HaiNing. We enjoyed "everything duck" for our meal and then our stroll along the people-filled walk where one is struck by the differences between what once were European embassies (now high end fashion stores) to our left and the enormous expanse of
towers, high-rises, and skyscrapers to our right ... nonexistent eleven years ago. China is changing.
Over dinner I was asked my opinion about the current state of affairs in the US, vis-a-vis attitudes toward the situation in the Middle East. This led to an expanded discussion of relations between China and Taiwan ... and on individual leadership in both countries at the highest levels. I'm still processing much of the discussion, but one of the more striking things we noticed is how driven by fear (or controlled by it) people often are. If we operate from fear and look to negativity and constriction we will fail to see opening and constructive possibility.
Taking a macro perspective this little band of colleagues curious-about-each-other's -countries, agreed that if we allow the drum beat of fear to be the basis of our understandings (and
Today is the day for my 20 hour journey home. My thoughts before getting on Dragon Air #803 are of last night's conversations over dinner and along the walk in The Bund - the "old Shanghai side" just off HuangPu River. I was met by Adam, Evian and Wing - all of the Top Human organization the focus of my support for this trip, first in Shenzhen and then in HaiNing. We enjoyed "everything duck" for our meal and then our stroll along the people-filled walk where one is struck by the differences between what once were European embassies (now high end fashion stores) to our left and the enormous expanse of
towers, high-rises, and skyscrapers to our right ... nonexistent eleven years ago. China is changing.
Over dinner I was asked my opinion about the current state of affairs in the US, vis-a-vis attitudes toward the situation in the Middle East. This led to an expanded discussion of relations between China and Taiwan ... and on individual leadership in both countries at the highest levels. I'm still processing much of the discussion, but one of the more striking things we noticed is how driven by fear (or controlled by it) people often are. If we operate from fear and look to negativity and constriction we will fail to see opening and constructive possibility.
Taking a macro perspective this little band of colleagues curious-about-each-other's -countries, agreed that if we allow the drum beat of fear to be the basis of our understandings (and
misunderstandings) then the costs, no matter what we do, will be too high. We're all smart enough and old enough to know and understand the results -- provided we learn from history and move forward accordingly. We cannot afford to live mesmerized and in denial.
Monday, April 02, 2007
An Interview with Gene Barton, PhD, Paradigm Systems
Gene Barton graduated in 1972 from the US Military Academy at West Point . He received his Master of Science degree in Electrical Engineering from Fairleigh Dickenson, and his Ph.D. in Computer Architecture from the University of Texas. He served with the U.S. Army for 22 years before retiring as a Colonel and forming Paradigm Systems, Inc. www.para-sys.com.
Gene has over 30 years of experience in the analysis and design of computer architectures and the development of associated applications. He has been a pioneer in the development of innovative software applications in a variety of fields, including unique products to support leadership development, e.g. SBPT™ 360-degree profile, and PulseCheck™ survey. (see www.AlliedRonin.com/surveyar.htm)
He is an expert in computer systems, project management, processes analysis, and control systems, with knowledge encompassing all aspects. He has built systems literally from the transistor through the operating system level. His ability to understand and solve problems has breadth as well as depth. Gene is frequently called upon to assess and design systems. His analyses and predictions are accurate, provably correct and understandable to management.
Recently I asked Gene if he would be willing to be interviewed for the Allied Ronin News letter. He agreed.
AR: Gene, you had a long career as an Army officer. Looking back on it now what were some of the most important leadership lessons you experienced that you feel would serve today's leaders, managers and organizations?
GB: Leaders who take a "can-do" attitude, and not give up will find that the attitude will spread through the organization. Against conventional expectations, this is more likely to move up than down. That is, a leader who takes initiative will often find his boss taking on the same attitude. In other words, Leadership stands on its own, and it is surprisingly easy and effective to "lead from below."
AR: As a West Point graduate what were some of the lessons learned at the Academy that you wish you would have seen more of once you arrived into what has sometimes been referred to as "the real Army" ... and how is this mirrored in today's business and government environments where good leadership is so important?
GB: There is a tendency to have tunnel vision. At West Point, the emphasis was on "the big picture", perhaps even too much. However, in both the Army and in the private sector, focusing on the immediate job at hand, while laudable, can be carried to extremes. Too often, a perfect job is done on the wrong task. That is, by not stepping back, or making the effort to see what is going on around oneself, it is often the case that good work is wasted on something that does not fit, is duplicative, or has become irrelevant, to the detriment of morale as well as the loss of opportunity. Leaders should seek to be informed and ensure that others are aware of the "big picture".
AR: From the perspective of the benefit provided to leaders and organizations, what was your purpose in creating Paradigm Systems?
GB: While organizations profess to have the leaders' interests and betterment as their goal, in practice the tools available hurt more than they help. Indefensible metrics that attempt to quantify subjective values invite gamesmanship at best, and subterfuge at worst. Even good metrics are inherently judgmental. A tool that provides confidential, irrefutable feedback was needed.
AR: Why is feedback important to leaders?
GB: There are plenty of resources available to leaders to learn what to do. What they lack is a tool to measure their effectiveness without prejudice. Every manager wonders how he is doing, but has no good way of finding out without penalty. Self-Boss-Peer-Team was developed to meet that need. It does not presume to measure the leader, but to tell him how he is perceived.
AR: Can you give an example where feedback has assisted a leader you know to turn the organization to a new and more effective direction?
GB: One major client found that annual management training was considered a waste of time by the participants, and an unnecessary distraction from their daily work. When SBPT was introduced, they discovered that they had shortcomings of which they were unaware. Now the management training became an opportunity to improve under the guise of a scheduled session. Overnight, managers began to look forward to the training, and were making suggestions as to what should be included.
AR: How about an example where feedback was needed but the leader (or leaders) refused to seek it out, and either they or their organization suffered as a result?
GB: Another client implemented SBPT feedback throughout the organization. One leader insisted on requiring his subordinates to perform their ratings on him with his oversight. This was the most glaring example of his micro-management and refusal to trust others. If he had accepted the feedback, he may have come to understand how much he was hurting others and himself. Not surprisingly, he was eventually terminated.
AR: A number of years ago when you first introduced me to the Self-Boss-Peer-Team 360 Degree Feedback Program that you have developed you spoke of its potential value if it could replace the Army's Officer Efficiency Reporting (OER) system. Explain your thinking, and what you felt the value would be to the Army in general and the individuals themselves.
GB: The OER could be an excellent tool. As implemented, it purports to give the leader a comprehensive feedback of his skills. The competencies it covers are good ones, yet it fails in major ways. First, it only captures the boss's opinion. Peers and team members have no way to provide input. Unless absolute anonymity can be guaranteed, such input would be detrimental to morale and discipline. That leads to the second failure. There is no privacy. The report can be viewed by anyone. Indeed, it is a public record. Even in its generation and handling, it is seen by dozens of people. That leads to the third failure. While pretending to be a feedback mechanism, it is in fact a report card. As such, it becomes hopelessly inflated. If it contains even the slightest hint of feedback, it ruins the officer’s career.
AR: In your work with your clients and other organizations what do you find are the most important things they face today when it comes to effectiveness with people and influence?
GB: The most important problem is that organizations have no way to measure effectiveness, so they concentrate on efficiency, which can be measured, and use it to claim effectiveness. Thus, effectiveness with respect to clients is incorrectly measured by sales. Effectiveness within the organization is measured by budget, turnover, ROI, etc, which are measures of efficiency, not effectiveness.
AR: What is PulseCheck and for what purpose was it developed?
GB: SBPT was developed to provide feedback to an individual, but organizations, too, need feedback. PulseCheck provides a mechanism for an organization to din out how it is perceived, both internally and externally, and to see how that perception differs across demographics.
AR: What trends to you see that young emerging leaders will have to deal with over the next five to ten years?
GB: Emerging leaders will have to deal with an emerging workforce. That workforce is technically savvy, but tends to be narcissistic, selfish, and unaccustomed to working as part of a team. The challenge will be to satisfy individual goals while providing tools for collaboration that will coax individuals into interaction in a non-threatening way.
AR: What do you see as the future for Paradigm Systems?
GB: Paradigm Systems will continue to offer to its clients exceptional service, either through existing tools, or through rapid development of customized tools. The ability to respond to clients in days, rather than months, and the "no excuses" unconditional guarantee are unique in the industry. Our approach of "Give us three days at no charge, and then we'll talk," continues to work well as the only marketing we need to do. That lets us pick clients and tasks that enrich our workforce as well as our clients. We do not want to grow large, we just want to take on a limited number of interesting tasks in partnership with visionary clients.
Gene has over 30 years of experience in the analysis and design of computer architectures and the development of associated applications. He has been a pioneer in the development of innovative software applications in a variety of fields, including unique products to support leadership development, e.g. SBPT™ 360-degree profile, and PulseCheck™ survey. (see www.AlliedRonin.com/surveyar.htm)
He is an expert in computer systems, project management, processes analysis, and control systems, with knowledge encompassing all aspects. He has built systems literally from the transistor through the operating system level. His ability to understand and solve problems has breadth as well as depth. Gene is frequently called upon to assess and design systems. His analyses and predictions are accurate, provably correct and understandable to management.
Recently I asked Gene if he would be willing to be interviewed for the Allied Ronin News letter. He agreed.
AR: Gene, you had a long career as an Army officer. Looking back on it now what were some of the most important leadership lessons you experienced that you feel would serve today's leaders, managers and organizations?
GB: Leaders who take a "can-do" attitude, and not give up will find that the attitude will spread through the organization. Against conventional expectations, this is more likely to move up than down. That is, a leader who takes initiative will often find his boss taking on the same attitude. In other words, Leadership stands on its own, and it is surprisingly easy and effective to "lead from below."
AR: As a West Point graduate what were some of the lessons learned at the Academy that you wish you would have seen more of once you arrived into what has sometimes been referred to as "the real Army" ... and how is this mirrored in today's business and government environments where good leadership is so important?
GB: There is a tendency to have tunnel vision. At West Point, the emphasis was on "the big picture", perhaps even too much. However, in both the Army and in the private sector, focusing on the immediate job at hand, while laudable, can be carried to extremes. Too often, a perfect job is done on the wrong task. That is, by not stepping back, or making the effort to see what is going on around oneself, it is often the case that good work is wasted on something that does not fit, is duplicative, or has become irrelevant, to the detriment of morale as well as the loss of opportunity. Leaders should seek to be informed and ensure that others are aware of the "big picture".
AR: From the perspective of the benefit provided to leaders and organizations, what was your purpose in creating Paradigm Systems?
GB: While organizations profess to have the leaders' interests and betterment as their goal, in practice the tools available hurt more than they help. Indefensible metrics that attempt to quantify subjective values invite gamesmanship at best, and subterfuge at worst. Even good metrics are inherently judgmental. A tool that provides confidential, irrefutable feedback was needed.
AR: Why is feedback important to leaders?
GB: There are plenty of resources available to leaders to learn what to do. What they lack is a tool to measure their effectiveness without prejudice. Every manager wonders how he is doing, but has no good way of finding out without penalty. Self-Boss-Peer-Team was developed to meet that need. It does not presume to measure the leader, but to tell him how he is perceived.
AR: Can you give an example where feedback has assisted a leader you know to turn the organization to a new and more effective direction?
GB: One major client found that annual management training was considered a waste of time by the participants, and an unnecessary distraction from their daily work. When SBPT was introduced, they discovered that they had shortcomings of which they were unaware. Now the management training became an opportunity to improve under the guise of a scheduled session. Overnight, managers began to look forward to the training, and were making suggestions as to what should be included.
AR: How about an example where feedback was needed but the leader (or leaders) refused to seek it out, and either they or their organization suffered as a result?
GB: Another client implemented SBPT feedback throughout the organization. One leader insisted on requiring his subordinates to perform their ratings on him with his oversight. This was the most glaring example of his micro-management and refusal to trust others. If he had accepted the feedback, he may have come to understand how much he was hurting others and himself. Not surprisingly, he was eventually terminated.
AR: A number of years ago when you first introduced me to the Self-Boss-Peer-Team 360 Degree Feedback Program that you have developed you spoke of its potential value if it could replace the Army's Officer Efficiency Reporting (OER) system. Explain your thinking, and what you felt the value would be to the Army in general and the individuals themselves.
GB: The OER could be an excellent tool. As implemented, it purports to give the leader a comprehensive feedback of his skills. The competencies it covers are good ones, yet it fails in major ways. First, it only captures the boss's opinion. Peers and team members have no way to provide input. Unless absolute anonymity can be guaranteed, such input would be detrimental to morale and discipline. That leads to the second failure. There is no privacy. The report can be viewed by anyone. Indeed, it is a public record. Even in its generation and handling, it is seen by dozens of people. That leads to the third failure. While pretending to be a feedback mechanism, it is in fact a report card. As such, it becomes hopelessly inflated. If it contains even the slightest hint of feedback, it ruins the officer’s career.
AR: In your work with your clients and other organizations what do you find are the most important things they face today when it comes to effectiveness with people and influence?
GB: The most important problem is that organizations have no way to measure effectiveness, so they concentrate on efficiency, which can be measured, and use it to claim effectiveness. Thus, effectiveness with respect to clients is incorrectly measured by sales. Effectiveness within the organization is measured by budget, turnover, ROI, etc, which are measures of efficiency, not effectiveness.
AR: What is PulseCheck and for what purpose was it developed?
GB: SBPT was developed to provide feedback to an individual, but organizations, too, need feedback. PulseCheck provides a mechanism for an organization to din out how it is perceived, both internally and externally, and to see how that perception differs across demographics.
AR: What trends to you see that young emerging leaders will have to deal with over the next five to ten years?
GB: Emerging leaders will have to deal with an emerging workforce. That workforce is technically savvy, but tends to be narcissistic, selfish, and unaccustomed to working as part of a team. The challenge will be to satisfy individual goals while providing tools for collaboration that will coax individuals into interaction in a non-threatening way.
AR: What do you see as the future for Paradigm Systems?
GB: Paradigm Systems will continue to offer to its clients exceptional service, either through existing tools, or through rapid development of customized tools. The ability to respond to clients in days, rather than months, and the "no excuses" unconditional guarantee are unique in the industry. Our approach of "Give us three days at no charge, and then we'll talk," continues to work well as the only marketing we need to do. That lets us pick clients and tasks that enrich our workforce as well as our clients. We do not want to grow large, we just want to take on a limited number of interesting tasks in partnership with visionary clients.
Friday, March 30, 2007
Allied Ronin Affiliate Richard Strozzi-Heckler Interviewed
The following is a description of a dialogue between Allied Ronin affilliate Richard Strozzi-Heckler and Bert Parlee on the Integral Naked website. The Integral Naked website is a pay service so the dialogue is not free, however, the site (a part of Ken Wilber's Integral Institute) has featured such luminaries as George Leonard, Michael Murphy, Deepak Chopra, Peter Senge, Jenny Wade, Marianne Williamson, Tony Robbins and many, many more. If you are looking for lively dialogues with some wonderful thinkers it is a great service, with weekly updates. It can be found at www.integralnaked.org
A Somatic Approach to Leadership. Part 1. The Importance of “Body” in Body, Mind, and Spirit, in Self, Culture, and Nature
Richard Strozzi-Heckler
Richard Strozzi-Heckler holds a Ph.D. in Psychology, is a 6th Degree black belt in Aikido, and has been teaching somatic coaching, aikido, and leadership over the last twenty-five years. He is co-founder of the Lomi School, Strozzi Institute, and the Two Rock Aikido dojo. He is a successful writer, having published four books including the classic The Anatomy of Change; In Search of the Warrior Spirit, which chronicles how his teaching helped an Army Special Forces unit dramatically increase its measurable performance; and most recently Holding the Center, Sanctuary in a Time of Confusion.
Richard and Bert begin the conversation by discussing some of the more recent activities Richard has been involved in, which have largely been about finding ways to bring a somatic orientation into international relations. He has been working with the Monterey Defense Language Institute, developing a conference called "Somatics and Counter-Terrorism." He also discusses his work in areas like Afghanistan, where he has created a somatic-based leadership program for the Afghani army.
Richard then gives a brief account of his involvement with the bodily arts, tracing it all back to a torn shirt and bloodied nose he received in a fight when he was 13 years old—and his parent’s fateful decision to put him in a Judo class. Later, in 1968, Richard began a meditation practice after spending time in India. He discusses his own definition of meditation as a way to control and exercise attention, a quality he recognizes as crucial in order to be an effective leader ("successful people should know how to concentrate.") As such, he teaches meditation in his workshops, under the guise of "Attention Training," a phrase which flies under the mainstream radar. An Integral Approach would completely agree with this use and definition of meditation, and go on to point out—in agreement with the great contemplative traditions—that not only can meditation train attention in extraordinary ways, but it can offer a radical freedom and release from all forms, functions, and movements of mind. From this Ultimate view, the quality of attention—whether untrained and roaming, or disciplined and pin-point—can be seen as simply another manifestation of the separate self-sense or self-contraction. However, this in no way makes attention training “bad;” rather, it’s one of the most powerful tools at our disposal. All of this simply goes to clarify the fact that meditation can function in several ways, one of which is to train attention, and another is to introduce us to the awareness that is beyond, or prior to, attention.
Richard goes on to offer a synopsis of his own interpretation of the body, which he describes in terms of five domains: the domain of action, the domain of moods and emotions, the domain of learning through recurrent practice, the domain of coordination and intersubjective harmony, and the domain of dignity.
An Integral Approach is often summarized as including “body, mind, and spirit, in self, culture, and nature,” and the somatic arts are an essential and indispensable part of that equation, naturally focusing primarily on “body” and how it affects the other fundamental dimensions of human experience. Likewise, an integral view posits that for every interior feeling, thought, or apprehension there is an exterior and correlative “body” that quite literally “supports” that experience, whether a gross body, subtle body, or causal body. Somatic or body-based approaches quite correctly notice that if you modify any one of these bodies you will produce a change in one’s interior experience, an important truth that must be included in any truly integral model.
Richard's career and practice is one wave on the evolving ocean towards a more comprehensive understanding of the human condition, and we invite you to enjoy this fascinating exploration into his work with one of Integral Institute’s most experienced founding members….
transmission time: 28 minutes
keywords: somatics, Albert Mehrabian, Silent Messages, martial arts, aikido, Monterey Defense Language Institute, terrorism, Afghanistan, Iraq, judo, Chogyam Trungpa, Naropa, Lomi, rolfing, Army Special Forces, George Leonard, Integral Life Practice, The Anatomy of Change, In Search of the Warrior Spirit, Holding the Center: Sanctuary in a Time of Confusion, "What is Integral?," A Theory of Everything.
most memorable moment: "We could say that one of the things that leaders do is that they make declarations about the future, sort of like Martin Luther King's speech. And our basic claim is that when exemplary leaders speak that way they aren't separate from their declaration, they are that declaration. So we have practices where people will make declarations inside of a physical practice, so we bring those two things together."
A Somatic Approach to Leadership. Part 1. The Importance of “Body” in Body, Mind, and Spirit, in Self, Culture, and Nature
Richard Strozzi-Heckler
Richard Strozzi-Heckler holds a Ph.D. in Psychology, is a 6th Degree black belt in Aikido, and has been teaching somatic coaching, aikido, and leadership over the last twenty-five years. He is co-founder of the Lomi School, Strozzi Institute, and the Two Rock Aikido dojo. He is a successful writer, having published four books including the classic The Anatomy of Change; In Search of the Warrior Spirit, which chronicles how his teaching helped an Army Special Forces unit dramatically increase its measurable performance; and most recently Holding the Center, Sanctuary in a Time of Confusion.
Richard and Bert begin the conversation by discussing some of the more recent activities Richard has been involved in, which have largely been about finding ways to bring a somatic orientation into international relations. He has been working with the Monterey Defense Language Institute, developing a conference called "Somatics and Counter-Terrorism." He also discusses his work in areas like Afghanistan, where he has created a somatic-based leadership program for the Afghani army.
Richard then gives a brief account of his involvement with the bodily arts, tracing it all back to a torn shirt and bloodied nose he received in a fight when he was 13 years old—and his parent’s fateful decision to put him in a Judo class. Later, in 1968, Richard began a meditation practice after spending time in India. He discusses his own definition of meditation as a way to control and exercise attention, a quality he recognizes as crucial in order to be an effective leader ("successful people should know how to concentrate.") As such, he teaches meditation in his workshops, under the guise of "Attention Training," a phrase which flies under the mainstream radar. An Integral Approach would completely agree with this use and definition of meditation, and go on to point out—in agreement with the great contemplative traditions—that not only can meditation train attention in extraordinary ways, but it can offer a radical freedom and release from all forms, functions, and movements of mind. From this Ultimate view, the quality of attention—whether untrained and roaming, or disciplined and pin-point—can be seen as simply another manifestation of the separate self-sense or self-contraction. However, this in no way makes attention training “bad;” rather, it’s one of the most powerful tools at our disposal. All of this simply goes to clarify the fact that meditation can function in several ways, one of which is to train attention, and another is to introduce us to the awareness that is beyond, or prior to, attention.
Richard goes on to offer a synopsis of his own interpretation of the body, which he describes in terms of five domains: the domain of action, the domain of moods and emotions, the domain of learning through recurrent practice, the domain of coordination and intersubjective harmony, and the domain of dignity.
An Integral Approach is often summarized as including “body, mind, and spirit, in self, culture, and nature,” and the somatic arts are an essential and indispensable part of that equation, naturally focusing primarily on “body” and how it affects the other fundamental dimensions of human experience. Likewise, an integral view posits that for every interior feeling, thought, or apprehension there is an exterior and correlative “body” that quite literally “supports” that experience, whether a gross body, subtle body, or causal body. Somatic or body-based approaches quite correctly notice that if you modify any one of these bodies you will produce a change in one’s interior experience, an important truth that must be included in any truly integral model.
Richard's career and practice is one wave on the evolving ocean towards a more comprehensive understanding of the human condition, and we invite you to enjoy this fascinating exploration into his work with one of Integral Institute’s most experienced founding members….
transmission time: 28 minutes
keywords: somatics, Albert Mehrabian, Silent Messages, martial arts, aikido, Monterey Defense Language Institute, terrorism, Afghanistan, Iraq, judo, Chogyam Trungpa, Naropa, Lomi, rolfing, Army Special Forces, George Leonard, Integral Life Practice, The Anatomy of Change, In Search of the Warrior Spirit, Holding the Center: Sanctuary in a Time of Confusion, "What is Integral?," A Theory of Everything.
most memorable moment: "We could say that one of the things that leaders do is that they make declarations about the future, sort of like Martin Luther King's speech. And our basic claim is that when exemplary leaders speak that way they aren't separate from their declaration, they are that declaration. So we have practices where people will make declarations inside of a physical practice, so we bring those two things together."
Sunday, March 25, 2007
It's early afternoon on March 17th, St. Patrick's Day. Odds are a lot of people, especially in the US, will be somewhat less "conscious" by the time clocks strike midnight today. I hope they'll all wake up tomorrow... but unfortunately the odds also are that some of them will no longer be with us. Oh well, people have their reasons, habits and rituals ... and free choice ... for doing what they will. Always have, always will. Hopefully your day will be safe and sane.
This coming Tuesday will be a day of travel for me - heading out for Krakow, Poland, again on an invitation of Pawel Olesiak and Pawel Bernas of Aiki Management www.aiki-management.pl. My last venture there (November) with the Samurai Game® apparently assisted them with increasing their offerings. Poland is a rapidly growing place, and these two individuals are making a significant difference in the way leaders, managers and teams influence each other and the people they serve. This time we'll conduct two Games back-to-back ... and one group will participate in the simulation two days in a row. I've often received feedback asking to do something like this. Well, it's now going to happen and looks like we'll soon know how it will be received.
Poland will be a quick trip before I turn around, head back home to regroup for a trip to China (April 3-11). The first China stop be for three days in Shenzhen. Then it'll be on to Shanghai, also for three days. Again to deliver the simulation, though in the People's Republic of China it is frequently referred to as The Warrior Game®.
The upcoming April e-newsletter will feature an interview with Dr. Gene Barton, a longtime friend and West Point classmate, and an associate of Allied Ronin. Gene's the president of Paradigm Systems, Inc. (www.para-sys.com). He has developed some powerful feedback tools available online for leaders, managers and organizations. He's going to talk about this in the newsletter.
The whole notion of feedback seems to be "up" in my world. A number of friends and associates of mine making are some constructive transitions in their lives and/or with their organizations. Good for them!!! It has me thinking about the JoHari Window, something you should know about or, if you already do know about, that you may want to revisit. I first heard of it in 1976, but didn't give much thought to it until Dr. Kathy Kane of the University of San Francisco reinforced its importance in an MBA class where I was guest lecturing.
Do a google search www.google.com for "JoHari Window" and see what you come up with. I urge caution about the websites that may suggest its quadrants reflect specific personality traits. Rather, I suggest one understand it from the perspective of a model, tool or framework for why (and how) people willing to increase their effectiveness might want to invest time, energy and practice in: (1) becoming more transparent, and (2) soliciting and being more open to feedback. Most of the Allied Ronin programs, especially those delivered in corporate and academic settings, begin with a quick introduction or review of the JoHari Window - its application and value.
This coming Tuesday will be a day of travel for me - heading out for Krakow, Poland, again on an invitation of Pawel Olesiak and Pawel Bernas of Aiki Management www.aiki-management.pl. My last venture there (November) with the Samurai Game® apparently assisted them with increasing their offerings. Poland is a rapidly growing place, and these two individuals are making a significant difference in the way leaders, managers and teams influence each other and the people they serve. This time we'll conduct two Games back-to-back ... and one group will participate in the simulation two days in a row. I've often received feedback asking to do something like this. Well, it's now going to happen and looks like we'll soon know how it will be received.
Poland will be a quick trip before I turn around, head back home to regroup for a trip to China (April 3-11). The first China stop be for three days in Shenzhen. Then it'll be on to Shanghai, also for three days. Again to deliver the simulation, though in the People's Republic of China it is frequently referred to as The Warrior Game®.
The upcoming April e-newsletter will feature an interview with Dr. Gene Barton, a longtime friend and West Point classmate, and an associate of Allied Ronin. Gene's the president of Paradigm Systems, Inc. (www.para-sys.com). He has developed some powerful feedback tools available online for leaders, managers and organizations. He's going to talk about this in the newsletter.
The whole notion of feedback seems to be "up" in my world. A number of friends and associates of mine making are some constructive transitions in their lives and/or with their organizations. Good for them!!! It has me thinking about the JoHari Window, something you should know about or, if you already do know about, that you may want to revisit. I first heard of it in 1976, but didn't give much thought to it until Dr. Kathy Kane of the University of San Francisco reinforced its importance in an MBA class where I was guest lecturing.
Do a google search www.google.com for "JoHari Window" and see what you come up with. I urge caution about the websites that may suggest its quadrants reflect specific personality traits. Rather, I suggest one understand it from the perspective of a model, tool or framework for why (and how) people willing to increase their effectiveness might want to invest time, energy and practice in: (1) becoming more transparent, and (2) soliciting and being more open to feedback. Most of the Allied Ronin programs, especially those delivered in corporate and academic settings, begin with a quick introduction or review of the JoHari Window - its application and value.
Thursday, March 01, 2007
LESSONS FROM KEVIN CHEGE & the 2007 AISEC IPM IN EGYPT
Cairo, Egypt was the host to the 2007 AIESEC International President's Meeting (IPM) and for the second year Allied Ronin provided leadership training and the Samurai Game® for the organization's newly elected country presidents. Last year the IPM was in the Netherlands. This means that hundreds of young leaders from approximately 90 countries have now had the opportunity to participate one of the most provocative simulations in the world. They have directly linked their performance in the simulation to: (1) how they effectively interact with others, (2) how they will lead their country organizations, (3) how they influence people in general, (4) what their core values really are, and (5) what actions they can take to expand their positive habits and diminish their negative ones.
As mentioned in the Feb 25th blog entry I initially envisioned the trip to Egypt as an opportunity to serve not only AIESEC the organization and its members, but the future of 90 some countries. These your adults are very smart - top college juniors, seniors and master's degree candidates. Most speak four languages and are tops in their studies. Each has weathered many challenges to rise to the positions they currently hold. They are sought after by NGO's, companies and government organizations worldwide. And when their time is done with AIESEC some will go on to become leaders of organizations with international ties; and it is possible that a few could become high government officials and possibly heads of countries, e.g., current President of Portugal.
On February 22nd, while opening my portion of the IPM, I was asked by one of the delegates "Why are you here?" And, as noted above, I stated, "To serve." That answer was and remains valid. But at the end of the day upon being approached by a young Kenyan, Kevin Chege - newly elected president of AIESEC Rwanda, my reason for attending took on a simple ands profound added dimension. In short I was there to benefit from his insight and thoughtfulness, and to receive from him his small booklet, "The Little Blue Book Kenya." What I read could be important lessons for us all.
Kevin lays out a solid awareness of Kenya's, indeed Africa's, problems. And while different from problems faced by US and other countries I’ve recently visited, what he offers is a lesson in personal responsibility when it comes to creating solutions in the here and now. I asked him for permission to duplicate portions of his booklet, and he said "OK." So I have. Please read on, and as you do ... try inserting the name of your organization or your family or your community or your business or your country in the places he has used "AIESEC" or "Kenya.” Substitute the name of something that is deeply meaningful to you and see how this affects your perspective. To clarify, Kevin Chege is Kenyan and when he wrote the following he was an AIESEC Local Committee President in that country. But he has captured the attention of others internationally in his organization and has gone on to create solutions elsewhere -- in this case Rwanda where he is the AIESEC newly elected Country President. Rwanda, like Kenya, is place with a history of dramatic problems. I think he'll have his challenges there, but with support he will do well.
If you want to contact Kevin Chege directly then I hope you will. If so, please send email to him at Kevin.chege@aiesec.net. If you want to support his efforts through financial contribution, please do so. He can it as he goes about making the difference that he will - for constructive leadership, for sustainable living and for a more peaceful world.
READ ON …
"Part Three - My Solutions (by Kevin Chege)
Looking at the problems facing Kenya today, I ask myself, 'Can I, as a young student who is a member of AIESEC, who has networks in 89 countries with fellow students, who regularly meets the most influential people in Kenyan business, make a real positive impact on Kenya?' These might seem to be very mundane questions. In fact, most AIESECers will immediately give 'Yes' as an answer to the three questions. But then I ask, 'Why do you need to do anything for Kenya?' and 'Are you already doing something positive consciously?' and 'How can you do it then?'
These second batch of questions are the difficult questions to answer. Some of us don't even ask ourselves these questions. The sad reality is, most people will probably go through AIESEC without even knowing how to personally gain from it. To such a person, the concept of Kenya gaining from AIESEC just does not begin to arise. So let's start at the questions, and try to answer them together.
1. Why do I need to do anything about Kenya?
This is a very simple question for those who call themselves patriots. However, the vast majority of people in this world simply don't care about anything except themselves. They exist in a world of 'ME.' Let's try and open their eyes a bit.
Anywhere you go in this world, one of the first questions anybody will ask you is, 'Where are you from?' - in which case you give the name of your country. To the person asking, you automatically get a tag based on their perception of your country. If you say Japan, people begin to think of robots, and Sony. If you say America, people think of George Bush, the war in Iraq and so on. If you say Kenya, people think of famine, and corruption. And based on their perception of your country, people will welcome you, or shun your company. Therefore the country tag is a very important tag in this world. It's why South Africans will get a Kenyan visa at the airport, but Nigerians have to apply at the embassy.
From that solitary example, we can see that your country of origin matters a lot. There are lots of other examples that I could give to illustrate the point but I believe that one example will suffice. Whey then should you try to make a positive impact on your country? My answer to that question is, because you must do it even if it is for selfish reasons ... not to mention the fact that you are the only one who can. Nobody will ever come from another place to save your home. They might help. But it is totally up to you to save yourself and your kind.
2. Am I already doing something positive for Kenya consciously?
As we saw before, most people will go through AIESEC without ever realizing how much impact the organization can have on their lives. Others will go through AIESEC with a game plan for themselves, and they will try to learn as much as they can, to experience all they can, and to gain all that they can from this platform. Then a very few number, perhaps less than 10% will not only gain personally from AIESEC<>The Kendo student practices furiously thousands of cuts morning and night, learning fierce techniques of horrible war, until eventually sword becomes "so sword"; intention becomes "no intention", a spontaneous knowledge of every situation. The first elementary teaching becomes the highest knowledge, and the master still continues to practice this simple training, his everyday prayer." - The Book of Five Rings by Miyamoto Musashi, Japanese Swordsman (1584-1645)
In answering this question, I speak of AIESEC as organization. Hopefully, this gives you an idea of what to do as an individual as well. What it doesn't answer for your, it does for me ... and vice versa. That is the beauty of never knowing what God really looks life: it allows each of us to be unique.
Therefore, get the few basic ideas suggested here, have a desire to make a positive impact, then free your mind and try your own ideas everyday. The rest will come naturally."
As mentioned in the Feb 25th blog entry I initially envisioned the trip to Egypt as an opportunity to serve not only AIESEC the organization and its members, but the future of 90 some countries. These your adults are very smart - top college juniors, seniors and master's degree candidates. Most speak four languages and are tops in their studies. Each has weathered many challenges to rise to the positions they currently hold. They are sought after by NGO's, companies and government organizations worldwide. And when their time is done with AIESEC some will go on to become leaders of organizations with international ties; and it is possible that a few could become high government officials and possibly heads of countries, e.g., current President of Portugal.
On February 22nd, while opening my portion of the IPM, I was asked by one of the delegates "Why are you here?" And, as noted above, I stated, "To serve." That answer was and remains valid. But at the end of the day upon being approached by a young Kenyan, Kevin Chege - newly elected president of AIESEC Rwanda, my reason for attending took on a simple ands profound added dimension. In short I was there to benefit from his insight and thoughtfulness, and to receive from him his small booklet, "The Little Blue Book Kenya." What I read could be important lessons for us all.
Kevin lays out a solid awareness of Kenya's, indeed Africa's, problems. And while different from problems faced by US and other countries I’ve recently visited, what he offers is a lesson in personal responsibility when it comes to creating solutions in the here and now. I asked him for permission to duplicate portions of his booklet, and he said "OK." So I have. Please read on, and as you do ... try inserting the name of your organization or your family or your community or your business or your country in the places he has used "AIESEC" or "Kenya.” Substitute the name of something that is deeply meaningful to you and see how this affects your perspective. To clarify, Kevin Chege is Kenyan and when he wrote the following he was an AIESEC Local Committee President in that country. But he has captured the attention of others internationally in his organization and has gone on to create solutions elsewhere -- in this case Rwanda where he is the AIESEC newly elected Country President. Rwanda, like Kenya, is place with a history of dramatic problems. I think he'll have his challenges there, but with support he will do well.
If you want to contact Kevin Chege directly then I hope you will. If so, please send email to him at Kevin.chege@aiesec.net. If you want to support his efforts through financial contribution, please do so. He can it as he goes about making the difference that he will - for constructive leadership, for sustainable living and for a more peaceful world.
READ ON …
"Part Three - My Solutions (by Kevin Chege)
Looking at the problems facing Kenya today, I ask myself, 'Can I, as a young student who is a member of AIESEC, who has networks in 89 countries with fellow students, who regularly meets the most influential people in Kenyan business, make a real positive impact on Kenya?' These might seem to be very mundane questions. In fact, most AIESECers will immediately give 'Yes' as an answer to the three questions. But then I ask, 'Why do you need to do anything for Kenya?' and 'Are you already doing something positive consciously?' and 'How can you do it then?'
These second batch of questions are the difficult questions to answer. Some of us don't even ask ourselves these questions. The sad reality is, most people will probably go through AIESEC without even knowing how to personally gain from it. To such a person, the concept of Kenya gaining from AIESEC just does not begin to arise. So let's start at the questions, and try to answer them together.
1. Why do I need to do anything about Kenya?
This is a very simple question for those who call themselves patriots. However, the vast majority of people in this world simply don't care about anything except themselves. They exist in a world of 'ME.' Let's try and open their eyes a bit.
Anywhere you go in this world, one of the first questions anybody will ask you is, 'Where are you from?' - in which case you give the name of your country. To the person asking, you automatically get a tag based on their perception of your country. If you say Japan, people begin to think of robots, and Sony. If you say America, people think of George Bush, the war in Iraq and so on. If you say Kenya, people think of famine, and corruption. And based on their perception of your country, people will welcome you, or shun your company. Therefore the country tag is a very important tag in this world. It's why South Africans will get a Kenyan visa at the airport, but Nigerians have to apply at the embassy.
From that solitary example, we can see that your country of origin matters a lot. There are lots of other examples that I could give to illustrate the point but I believe that one example will suffice. Whey then should you try to make a positive impact on your country? My answer to that question is, because you must do it even if it is for selfish reasons ... not to mention the fact that you are the only one who can. Nobody will ever come from another place to save your home. They might help. But it is totally up to you to save yourself and your kind.
2. Am I already doing something positive for Kenya consciously?
As we saw before, most people will go through AIESEC without ever realizing how much impact the organization can have on their lives. Others will go through AIESEC with a game plan for themselves, and they will try to learn as much as they can, to experience all they can, and to gain all that they can from this platform. Then a very few number, perhaps less than 10% will not only gain personally from AIESEC<>The Kendo student practices furiously thousands of cuts morning and night, learning fierce techniques of horrible war, until eventually sword becomes "so sword"; intention becomes "no intention", a spontaneous knowledge of every situation. The first elementary teaching becomes the highest knowledge, and the master still continues to practice this simple training, his everyday prayer." - The Book of Five Rings by Miyamoto Musashi, Japanese Swordsman (1584-1645)
In answering this question, I speak of AIESEC as organization. Hopefully, this gives you an idea of what to do as an individual as well. What it doesn't answer for your, it does for me ... and vice versa. That is the beauty of never knowing what God really looks life: it allows each of us to be unique.
Therefore, get the few basic ideas suggested here, have a desire to make a positive impact, then free your mind and try your own ideas everyday. The rest will come naturally."
Subscribe to:
Posts (Atom)
Posts
