If January is about promise, then December is about summary. Traditionally a time for considering others, December also provides the opportunity to reflect on the values we have held near and dear through the year. So the renewal of January builds on what we have fulfilled and recognises what we have yet to achieve.
If January is about promise, then December is about summary. Traditionally a time for considering others, December also provides the opportunity to reflect on the values we have held near and dear through the year. So the renewal of January builds on what we have fulfilled and recognises what we have yet to achieve.
While domestication has removed many of the threats to a horses' survival, humans can easily become their predator through our actions. The more focused we are on an outcome the more likely the horse will revert to their basic instinct. No matter how our emotions or actions may fluctuate, a horse remains true to what they value.
Leaders we admire are those with that level of commitment. Someone of principle, one who can look through the emotion and is willing to stand up for what they believe.
"You must authentically communicate your beliefs in ways that uniquely represent who you are. You must interpret the lyrics and shape them into your own singular presentation so that others recognize that you're the one who's speaking and not someone else." Kouzes & Posner
When we recognize where our intention overrides awareness, and our values are not demonstrated through our actions, we can control the predator side of our nature. We will simply see it as a moment to change something in ourselves, clarify our intention and begin again. When we can knowingly say that what we did, how we acted and what we demonstrated reflected what we truly value, the reward is intrinsic.
Your leadership style reflects the unique you, that understanding comes from knowing what is important. If December resonates that for you, then writing the lyrics for the talk you walk in the New Year will be an easy task indeed.
Monday, December 10, 2007
Sunday, November 18, 2007
Rhys's Pieces
I have always marvelled how easy something appears when we operate from the point where competence and comfort are in harmony.
What will take three minutes of your time to read, reflect thoughts taking shape over many hours. Like starting a colt, writing can put me outside my comfort zone, so I take a deep breath, clear my thoughts and see what happens.
Details that hold us back are far more about our internal editor than others perception. In learning how the pieces make up the parts I am seeing how to learn, share and grow .... with grace.
Can you identify an action that triggered a personal learning? A moment that provided a different perspective? I introduced Rhys a couple of months ago, a three year old colt that joined the herd this summer. While our conversations are silent, they have opened a whole new level of awareness on observing horse behaviours and changed my perspective on a conversation.
A conversation can be a discussion where opinions are presented with a goal to make a decision, or force an opinion or it can include dialogue. Dialogue happens when different views are presented as a means to a new understanding. It stands to reason then, non-verbal communication is very much part of either a dialogue or a discussion. If that is the case, then starting a colt is in fact a process of dialogue.
A horse's natural instinct is to react, flee any perceived danger. So as the trust in our relationship has grown so too has the level of dialogue. Rhys is more willing to express his opinion on a situation rather than leave. As I see where the offer differs from a reaction it allows us to align and function together, just as a team begins to gel when there is a common purpose, vision and understanding.
In The Fifth Discipline, Senge suggests "In a dialogue people become observers of their own thinking. In dialogue a 'kind of sensitivity' develops that goes beyond what is familiar." Rhys and I are gaining that sensitivity and awareness of and for each other.
A dialogue allows ideas to grow through participation and differing opinions. Dialogue, is playful. So rather than time with Rhys being an effort they have become an opportunity to engage.
Indeed many of our conversations include an opinion I'd like Rhys to agree with, but rather than getting him to comply I try and present each action as another way to include him. A horse can be there physically but mentally they don't show up when they get pushed out of the learning zone. They may simply be going through the motions.
Fortunately Rhys hasn't been in complete opposition to my suggestions. But I do believe I have engaged him in the process of learning together as he now nickers when I approach and no longer hesitates before allowing me into his space.
What will take three minutes of your time to read, reflect thoughts taking shape over many hours. Like starting a colt, writing can put me outside my comfort zone, so I take a deep breath, clear my thoughts and see what happens.
Details that hold us back are far more about our internal editor than others perception. In learning how the pieces make up the parts I am seeing how to learn, share and grow .... with grace.
Can you identify an action that triggered a personal learning? A moment that provided a different perspective? I introduced Rhys a couple of months ago, a three year old colt that joined the herd this summer. While our conversations are silent, they have opened a whole new level of awareness on observing horse behaviours and changed my perspective on a conversation.
A conversation can be a discussion where opinions are presented with a goal to make a decision, or force an opinion or it can include dialogue. Dialogue happens when different views are presented as a means to a new understanding. It stands to reason then, non-verbal communication is very much part of either a dialogue or a discussion. If that is the case, then starting a colt is in fact a process of dialogue.
A horse's natural instinct is to react, flee any perceived danger. So as the trust in our relationship has grown so too has the level of dialogue. Rhys is more willing to express his opinion on a situation rather than leave. As I see where the offer differs from a reaction it allows us to align and function together, just as a team begins to gel when there is a common purpose, vision and understanding.
In The Fifth Discipline, Senge suggests "In a dialogue people become observers of their own thinking. In dialogue a 'kind of sensitivity' develops that goes beyond what is familiar." Rhys and I are gaining that sensitivity and awareness of and for each other.
A dialogue allows ideas to grow through participation and differing opinions. Dialogue, is playful. So rather than time with Rhys being an effort they have become an opportunity to engage.
Indeed many of our conversations include an opinion I'd like Rhys to agree with, but rather than getting him to comply I try and present each action as another way to include him. A horse can be there physically but mentally they don't show up when they get pushed out of the learning zone. They may simply be going through the motions.
Fortunately Rhys hasn't been in complete opposition to my suggestions. But I do believe I have engaged him in the process of learning together as he now nickers when I approach and no longer hesitates before allowing me into his space.
Tuesday, October 09, 2007
Broadcasting Intent
Maddie was completely rigid, head up, eyes fixed, feet frozen to the spot. No matter how hard Sue tried, the horse's feet would not budge. Sue was frustrated, convinced the horse was plain stubborn and did not like her. From Maddison's perspective every signal directed at her was different, conflicting and confusing. The human was simply flailing on the other end of the lead.
Horses have a very concise way of letting others know that something is about to happen, they clearly and sometimes very swiftly broadcast their intent. The key in working with a horse is to connect our actions with our intention so they can read us. If intention is a reflection of what we value, our purpose and what we wish to accomplish, then as our eyes align with our thoughts and our body follows suit we communicate our intention to the horse.
Understanding the art of horse whispering, or the language of the corporate world, requires the leader be an excellent observer of their own actions, adjusting and responding based on demonstrated behaviour.
Just as Sue recognised she was very much a task oriented person, she came to realise her focus on the intended result of the future made it difficult for the horse to understand her at that moment. A horse can read our body but not our minds, so as clear as Sue was in her goal, the more she focused attention on Maddison, the more her actions of the present contradicted her intention.
In the 2004 book Presence organizational behaviour gurus Senge, Scharmer, Jaworski and Flowers -- discuss that being aware of the present moment allows you to continually refine your intention so opportunities unfold. "thinking about your intention many, many times - is, in a sense, a broadcast of intention. When you broadcast such an intention, there's very little else that you have to do. The broadcast of intention goes out and makes it happen. Your role is to remain keenly aware, patiently expectant, and open to all possibilities."
A horse demands the present of us - they live in the moment and respond based on what we offer. A horse knows what Senge, Scharmer, Jaworski and Flowers define as 'presencing', is in fact another type of seeing. "It is seeing from within the source from which the future whole is emerging, peering back at the present from the future." They know the more we are present to the moment the more successful we are in broadcasting our intention.
Horses have a very concise way of letting others know that something is about to happen, they clearly and sometimes very swiftly broadcast their intent. The key in working with a horse is to connect our actions with our intention so they can read us. If intention is a reflection of what we value, our purpose and what we wish to accomplish, then as our eyes align with our thoughts and our body follows suit we communicate our intention to the horse.
Understanding the art of horse whispering, or the language of the corporate world, requires the leader be an excellent observer of their own actions, adjusting and responding based on demonstrated behaviour.
Just as Sue recognised she was very much a task oriented person, she came to realise her focus on the intended result of the future made it difficult for the horse to understand her at that moment. A horse can read our body but not our minds, so as clear as Sue was in her goal, the more she focused attention on Maddison, the more her actions of the present contradicted her intention.
In the 2004 book Presence organizational behaviour gurus Senge, Scharmer, Jaworski and Flowers -- discuss that being aware of the present moment allows you to continually refine your intention so opportunities unfold. "thinking about your intention many, many times - is, in a sense, a broadcast of intention. When you broadcast such an intention, there's very little else that you have to do. The broadcast of intention goes out and makes it happen. Your role is to remain keenly aware, patiently expectant, and open to all possibilities."
A horse demands the present of us - they live in the moment and respond based on what we offer. A horse knows what Senge, Scharmer, Jaworski and Flowers define as 'presencing', is in fact another type of seeing. "It is seeing from within the source from which the future whole is emerging, peering back at the present from the future." They know the more we are present to the moment the more successful we are in broadcasting our intention.
Monday, September 10, 2007
Presenting Allow
"The feet are going to be where they are until you get them to where they need to be."
Participants were exploring the concept of leadership authority versus title and the statement was beginning to reflect a whole new meaning as people struggled with how to allow the horse to move forward. The more task focused they were the less successful they felt. People were getting stuck on make.
After two days with Ray, cowboy logic just seemed to apply when task overshadowed intent.
Horses have the incredible ability to bring out our desire to see results. We create a plan, see the simplicity and the inherit logic and get frustrated with the lack of progress. What becomes quite clear is that make is not an option with something ten times your size.
So the key question in working with horses is, How do we influence change? How do we allow an activity to look more appealing? A question that parallels what many leaders struggle with these days. Dedicated, hard working and successful, frustrated professionals have shared the same woe "How do you instill desire in others? How do we allow them to realize the satisfaction of a job well done?"
Last month I introduced a three year old colt Rhys. Working with him has been an interesting experiment in making the "allow" look appealing. Once trust was established, it has been incredibly rewarding to see how quickly things have progressed.
Despite pride in his progress, what has changed most is me! I no longer approach a horse with the belief that they should know, but rather with the question "What might the horse's perspective on my request be? Am I setting things up to allow the horse to be successful?"
Rhys may still have his tentative moments but the more I confirm that he can trust me, the more willing he has been to reflect that trust. While there are many statements that could suggest the horseman's perspective, it is the words of Kouzes & Posner which I think best reflect the challenge in working with a young horse.
"Leaders must never take credibility for granted. Credibility is one of the hardest attributes to earn and sustain. It's personal and it's fragile, it's earned minute by minute; month by month; year by year and can be lost in short order if not attended to."
Each horse I have the opportunity to work with confirms there are many pieces to a part. I am also reminded how easy it is to lose trust when emotions get in the way and I assume understanding should be there. I am seeing the importance of waiting to allow the horse to be successful.
Participants were exploring the concept of leadership authority versus title and the statement was beginning to reflect a whole new meaning as people struggled with how to allow the horse to move forward. The more task focused they were the less successful they felt. People were getting stuck on make.
After two days with Ray, cowboy logic just seemed to apply when task overshadowed intent.
Horses have the incredible ability to bring out our desire to see results. We create a plan, see the simplicity and the inherit logic and get frustrated with the lack of progress. What becomes quite clear is that make is not an option with something ten times your size.
So the key question in working with horses is, How do we influence change? How do we allow an activity to look more appealing? A question that parallels what many leaders struggle with these days. Dedicated, hard working and successful, frustrated professionals have shared the same woe "How do you instill desire in others? How do we allow them to realize the satisfaction of a job well done?"
Last month I introduced a three year old colt Rhys. Working with him has been an interesting experiment in making the "allow" look appealing. Once trust was established, it has been incredibly rewarding to see how quickly things have progressed.
Despite pride in his progress, what has changed most is me! I no longer approach a horse with the belief that they should know, but rather with the question "What might the horse's perspective on my request be? Am I setting things up to allow the horse to be successful?"
Rhys may still have his tentative moments but the more I confirm that he can trust me, the more willing he has been to reflect that trust. While there are many statements that could suggest the horseman's perspective, it is the words of Kouzes & Posner which I think best reflect the challenge in working with a young horse.
"Leaders must never take credibility for granted. Credibility is one of the hardest attributes to earn and sustain. It's personal and it's fragile, it's earned minute by minute; month by month; year by year and can be lost in short order if not attended to."
Each horse I have the opportunity to work with confirms there are many pieces to a part. I am also reminded how easy it is to lose trust when emotions get in the way and I assume understanding should be there. I am seeing the importance of waiting to allow the horse to be successful.
Saturday, August 04, 2007
It's a Matter of Trust - Issue 9, August 2007
Like many of the members of The Natural Leader team, Rhys, came from the horse pens north of us. Selecting a horse from that environment requires a bit of knowledge, a little luck and comes with a degree of risk. Aside from observing the horses' behaviour in the herd and through the process of sorting you don't really know what will show up.
The colt I'm getting to know is a 3 year old faded red dun, or a colour reminiscent of peanut butter. What I am confident about is that he has a soft eye and a curious demenour. Using his curiousity, it will be my job to convince him his new home is the best place to be, call it workplace incentive.
Born with the instinct to survive, horses are designed to flee threat within 48 hours of birth. This ability comes with a heightened sense of awareness and for the moment, from Rhys's perspective, I appear to be a threat - I need to convince him otherwise and the only way I can do that is through my actions.
If trust is the foundation of leadership then everything I do must reflect my intention to gain Rhys's trust. There is no greater test of your emotional strength and knowledge to determine an outcome than when tense hindquarters swing in front of you.
Rhys isn't the first colt that I have started, but each colt is different and while he is proving to be a clever problem solver his trust level for humans remains low. We could speculate on his past experience and suggest this is an expected outcome given the history, but I know horses live in the moment and I have every opportunity to prove myself.
In The Five Dysfunctions of a Team, Lencioni suggests that knowing the history doesn't necessarily prove an advantage "as desirable as this may be it is not enough to represent the kind of trust that is characteristic of a great team." He goes further to state "trust requires team members to be vulnerable and be confident that their respective vulnerabilities will not be used against them."
As it stands we both have a high degree of vulnerability, when it comes to potential power Rhys has me hands down. His greatest fear is in being trapped, so I must work with that in mind and demonstrate that he can find comfort in my presence. This is where a round pen is brilliant - the horse has the ability to move without fear of being trapped and the space I hold in the centre can be the calm.
Regardless of the experience I lack in the task I have taken on I have to focus on the job at hand - how I present myself, how I recognize his efforts and reward the results.
Chances are I'll make mistakes he'll let me know, but each effort made provides the opportunity to start again applying whatever I learned through each try. Always recognizing the reward is for him - not me.
Working with a number of horses over the past years has taught me there can be many pieces to a part and starting a sensitive horse like Rhys is showing me how important recognizing effort is. I have a new appreciation in watching him try, I have gained a better awareness for the importance of timing and I recognize the impact of what he learns when he fails.
We have achieved first contact so now begins the process of working toward that partnership where we feel comfortable with our vulnerabilities and confident that they won't be used against us.
The colt I'm getting to know is a 3 year old faded red dun, or a colour reminiscent of peanut butter. What I am confident about is that he has a soft eye and a curious demenour. Using his curiousity, it will be my job to convince him his new home is the best place to be, call it workplace incentive.
Born with the instinct to survive, horses are designed to flee threat within 48 hours of birth. This ability comes with a heightened sense of awareness and for the moment, from Rhys's perspective, I appear to be a threat - I need to convince him otherwise and the only way I can do that is through my actions.
If trust is the foundation of leadership then everything I do must reflect my intention to gain Rhys's trust. There is no greater test of your emotional strength and knowledge to determine an outcome than when tense hindquarters swing in front of you.
Rhys isn't the first colt that I have started, but each colt is different and while he is proving to be a clever problem solver his trust level for humans remains low. We could speculate on his past experience and suggest this is an expected outcome given the history, but I know horses live in the moment and I have every opportunity to prove myself.
In The Five Dysfunctions of a Team, Lencioni suggests that knowing the history doesn't necessarily prove an advantage "as desirable as this may be it is not enough to represent the kind of trust that is characteristic of a great team." He goes further to state "trust requires team members to be vulnerable and be confident that their respective vulnerabilities will not be used against them."
As it stands we both have a high degree of vulnerability, when it comes to potential power Rhys has me hands down. His greatest fear is in being trapped, so I must work with that in mind and demonstrate that he can find comfort in my presence. This is where a round pen is brilliant - the horse has the ability to move without fear of being trapped and the space I hold in the centre can be the calm.
Regardless of the experience I lack in the task I have taken on I have to focus on the job at hand - how I present myself, how I recognize his efforts and reward the results.
Chances are I'll make mistakes he'll let me know, but each effort made provides the opportunity to start again applying whatever I learned through each try. Always recognizing the reward is for him - not me.
Working with a number of horses over the past years has taught me there can be many pieces to a part and starting a sensitive horse like Rhys is showing me how important recognizing effort is. I have a new appreciation in watching him try, I have gained a better awareness for the importance of timing and I recognize the impact of what he learns when he fails.
We have achieved first contact so now begins the process of working toward that partnership where we feel comfortable with our vulnerabilities and confident that they won't be used against us.
Wednesday, July 11, 2007
When Words Fail
Issue 8 - July 2007 -This month's issue started out with one intention and like many things in life we have to adapt to the unexpected.
July 4th was that unexpected as we lost my dear boy Chaz to colic.
All of our horses have a story - this is my take on Chaz's story.
A registered Paint, Chaz's pedigree reflected lines that traced back to racing royalty including Man O'War and the Triple Crown Winner, Secretariat. Registered as B.C.'s Macho Fred, we felt the name simply didn't reflect his "drama-queen" personality, Chaz, the name of a friend's son, just seemed to suit.
Like many of our teachers, Chaz came to us from a horse dealer. The past owner hadn't quite been prepared for the "sports" model they'd purchased and unloaded him just in time for our paths to cross. Chaz came to us with a hair trigger clutch, long on gas and short on brakes. Ready to move up from the power steering and brakes model he'd learned to ride on, Chaz became husband Chris's horsemanship challenge. Great on the trails, endlessly patient and brilliantly flaboyant Chaz was a dream to ride.
A charter member of The Natural Leader programs - Chaz proved to be a perfect gentleman and let participants know there is a clear distinction between make and ask.
I said this is about when words fail us and they do. I just wanted to share a bit about Chaz for those who had the opportunity to meet him.
July 4th was that unexpected as we lost my dear boy Chaz to colic.
All of our horses have a story - this is my take on Chaz's story.
A registered Paint, Chaz's pedigree reflected lines that traced back to racing royalty including Man O'War and the Triple Crown Winner, Secretariat. Registered as B.C.'s Macho Fred, we felt the name simply didn't reflect his "drama-queen" personality, Chaz, the name of a friend's son, just seemed to suit.
Like many of our teachers, Chaz came to us from a horse dealer. The past owner hadn't quite been prepared for the "sports" model they'd purchased and unloaded him just in time for our paths to cross. Chaz came to us with a hair trigger clutch, long on gas and short on brakes. Ready to move up from the power steering and brakes model he'd learned to ride on, Chaz became husband Chris's horsemanship challenge. Great on the trails, endlessly patient and brilliantly flaboyant Chaz was a dream to ride.
A charter member of The Natural Leader programs - Chaz proved to be a perfect gentleman and let participants know there is a clear distinction between make and ask.
I said this is about when words fail us and they do. I just wanted to share a bit about Chaz for those who had the opportunity to meet him.
Monday, June 11, 2007
Sticking with the Herd
Issue 7 - June 2007 The sanctity of the herd is undeniable. Domestication hasn't altered the instinct that sticking together is safer than going it alone and roles and responsibilities of the herd remain strong. A horse's perspective of danger and self-preservation may be more finely tuned than ours, but it is this awareness of their environment that helps us better understand the impact we have on others.
The concept of the herd is resilient. By definition, resilient means the ability to respond and adjust to challenges from the environment. The innate characteristics of the herd and requirement for respect, recognition and retention make the herd a perfect metaphor for workplace learning.
Exquisitely aware of the connection between actions and intent, a horse communicates through non-verbal actions. A horse will respond to us in a similar manner that they would a herd mate, so when our actions don't align with our intentions, we loose their trust and respect. When our actions reflect our intentions the horse will choose to stay or leave depending on whether trust is gained and leadership established.
Mark, a participant in a recent session suggested: "I want to be the kind of leader that I would want to work with." On reflection the thought raises an interesting question: "Does the statement reflect, leadership qualities that you seek or qualities that provide reason for others to want to stay?"
As everyone's expectations of a leader will differ, the ability of the leader to adapt their communication and leadership style for the individual is crucial in developing a relationship. The impact of this became clear when Mark had the opportunity to switch horses half way through the afternoon Ð the personality and characteristics of the second horse were completely different than the one he'd started the day. Mark recognized that he had to immediately adjust his leadership style to reflect the individual needs of the horse or risk loosing the trust.
Trust and respect are the foundations for creating an effective team. Putting a team of complementary skills together is easy, developing a team with complementing intentions and actions requires work. If the team reflects the leadership they receive, when the leader is adaptable, flexible and willing to move the team in turn demonstrates resilient behaviour.
The sanctity of the team is realised when every individual is respected, recognized and encouraged. Respect instills trust, trust creates ownership and ownership in the process is as important as the end result and sticking with the herd a whole lot more enjoyable.
The concept of the herd is resilient. By definition, resilient means the ability to respond and adjust to challenges from the environment. The innate characteristics of the herd and requirement for respect, recognition and retention make the herd a perfect metaphor for workplace learning.
Exquisitely aware of the connection between actions and intent, a horse communicates through non-verbal actions. A horse will respond to us in a similar manner that they would a herd mate, so when our actions don't align with our intentions, we loose their trust and respect. When our actions reflect our intentions the horse will choose to stay or leave depending on whether trust is gained and leadership established.
Mark, a participant in a recent session suggested: "I want to be the kind of leader that I would want to work with." On reflection the thought raises an interesting question: "Does the statement reflect, leadership qualities that you seek or qualities that provide reason for others to want to stay?"
As everyone's expectations of a leader will differ, the ability of the leader to adapt their communication and leadership style for the individual is crucial in developing a relationship. The impact of this became clear when Mark had the opportunity to switch horses half way through the afternoon Ð the personality and characteristics of the second horse were completely different than the one he'd started the day. Mark recognized that he had to immediately adjust his leadership style to reflect the individual needs of the horse or risk loosing the trust.
Trust and respect are the foundations for creating an effective team. Putting a team of complementary skills together is easy, developing a team with complementing intentions and actions requires work. If the team reflects the leadership they receive, when the leader is adaptable, flexible and willing to move the team in turn demonstrates resilient behaviour.
The sanctity of the team is realised when every individual is respected, recognized and encouraged. Respect instills trust, trust creates ownership and ownership in the process is as important as the end result and sticking with the herd a whole lot more enjoyable.
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