The Motivation to Change

“Make the right thing easy.”

A simple statement made to thousands of people over fifty years. A lifelong student of horse behaviour, Ray Hunt was looking for a way to help people better understand how to motivate a horse. He simply wanted the horse to end up with a better deal.

Ray Hunt believed that a horse had no concept of winning or losing so a bigger reward for a better performance held no meaning. He spent his life trying to convince people they could overcome their own functional fixedness, of making a horse do something, by understanding the power of their horse’s desire to perform, producing a more rewarding experience for both. Hunt’s goal, was to help people see the motivation for the horse must be intrinsic.

A student of motivating people, Daniel Pink, puts some compelling thoughts forward on intrinsic and extrinsic reward in his book Drive. Pink explores how the carrot and stick method, built into our behaviour from time out at age two, to grades in school, to how much we earn at work–no longer applies. He argues that extrinsic reward is an outdated notion from a time when mechanical tasks were more important than cognitive abilities. A functional fixedness the business environment suffers from, unable to see the problem of workplace motivation from a different perspective. A belief that behavioural scientists and horsemen like Hunt have known for years.

We use the carrot and stick metaphor in working with horses, it is also a tool we offer participants. The tool is stick with a string on the end. To some it immediately represents a whip. Depending on how it is wielded, it quickly becomes that to the horse and rarely produces better results. To others, it becomes an extension of their arm and they soon see how effective a support tool can be to communicate. A few choose to abandon the defined parameters and the narrow focus the tool sets up for them to see what they can achieve without it. When that happens these individuals have to reframe how they might define and communicate their expectations where the relationship with the horse becomes more important than their own success. This simple act puts into place a behaviour of intrinsic value versus extrinsic reward.

Paying attention to what motivates the horse allows participants the opportunity to see where their own perspectives or functional fixedness may be getting in their way of recognizing those who work with them. As the notion of reward is changing, how we build teams and produce results also must change – managing others no longer carries the same meaning it had in a production line environment, leading others to be successful does.

In summary, what Pink takes an entire book to express is exactly what Ray Hunt put in a single sentence. “Make the right thing easy.”

Taking things too seriously

I don’t know how many times I have gone out to work with a horse with an agenda – only to find the horse has little interest, certainly no intention and is quite content to just see what shows up.

Learning to adjust to the mindset of living in the moment and being prepared to adapt to the situation continues to test me. Rain is one horse that seems determined to test my resolve on being present. Regardless of progress in previous sessions we usually spend the first half of any session fiddle farting around to reach to a mutually agreeable starting point. Once and if that point is reached all moves along well.

I say if, because the if is dependant on me. Each ride is like a previous conversation where Rain needs to state his opinion and feel confident that I am listening. Working with a horse is truly no different than coaching a person along. I’ve learned that once Rain has had that opportunity to vent, he appears more open to a dialogue where he is willing to answer my questions. Push him too a point and his resistance and frustration grows, guide him through the discussion and pretty soon we’re loping along smooth as can be.

In his fabulous book “The Mentors Mentor”, Corey Olynik, suggests that a “mentor must first and foremost be a “Confidante: a person who listens without judgement.” Olynik’s many years as a mentor helped him define the six different roles he has played in coaching others. It helped me see that as a “Role model” my experience in starting other horses must demonstrate to Rain that I am willing to be a “Guide”, a “Tutor” and a “Coach” to facilitate his learning, and as a “Sage” I am willing to allow him time to understand.

Each role I play offers something different to define Rain’s development as a riding horse. As a “Guide” I have used the recent construction zone near the farm to help him see things that may appear foreboding, from a new perspective, as a “Coach” I am bringing accountability, discipline and motivation into the relationship by supporting, repeating and rewarding. As a “Tutor” I am looking for the right way to explain something new to him, recognising each horse will find understanding if we give them time. Finally as a “Sage” I can’t loose site of the ultimate vision – being one with the horse.

Olynik’s book has been a wonderful reminder for me to find the perspective that will be helpful with each horse at each moment. To enjoy what shows up and be playful. To use each experience to strengthen the relationship, finding the path together so I don’t end up being the only one taking myself too seriously.

Believable Moments

Ever had one of those tangible moments when you actually believe, that others believe in you?

Of all the leadership challenges, belief in self often remains our greatest limiting factor. We can spend a lot of time learning and understanding but it is in the moment second guessing ourselves that stops us from applying the knowledge to take the risk and make that next step.

That would be the emotional part of our brain sabotaging the rational. Holding us back from something we have the skill, knowledge and experience to manage. Seth Godin calls that “The Lizard Brain – the prehistoric brainstem that all of us must contend with” — the part that “doesn’t like being laughed at”.

Rhys the horse who continually creates memorable moments for me, offered another one today. It was the linchpin¹ in our relationship. I used the word tangible to describe the moment because it left behind a glow, an actual feeling. Well at least that is how it appeared to me.

I was on Rhys in the outdoor ring, checking out where we were both at before heading out on a ride. Zoe, my other best teacher, surely must have decided it was time for my next lesson. She rallied the herd and headed to the back field. Heads up, tails flying, bodies rushed past the rails of the corral from two different directions and headed up over the hill. My only thought was “I should get off”. For those who understand how powerful a magnet a leaving herd can be to a horse you might understand that first thought. But I didn’t get off, my next thought was I can manage this I have the knowledge and skill to get through this. “Rhys we have been through a lot together this shouldn’t be a problem – let’s work through this.”

Rhys was concerned that others had left, but as soon as I asked him to get busy he was visibly relieved that I was still there. When a horse blows through their nose it can be a huge physical and mental release for them. That was what he offered me.

We spent a few more minutes in the arena to confirm he was connected to me and not the long gone herd, and then headed in the opposite direction to the stubble fields. Our part of the world is currently a construction zone – just north of us an old wellsite is being remediated and the County is putting a water line down the road we live on. Not counting the steady stream and rumble of dump trucks there are no less than 9 major pieces of equipment and one generator droning away all day, it is noisy and disruptive. It has become a perfect training ground.

A few months ago I couldn’t have imagined taking Rhys past a working backhoe, but today I knew we could it. It was the best ride we have ever had. I believe Rhys is a completely different horse, what has changed however is me.

1- The linchpin – a locking pin that holds the wheel to the axel or the name of Seth Godin’s new book.

A Decade for Puzzles

“Horses are only afraid of two things, things that move and things that don’t.” wisdom imparted by Tom Dorrance when asked why horses are afraid of everything. Good horsemen are great at simplifying ideas, a horse fears what he might see, hear or feel. Whether it moves or not, what a horse perceives as scary, is tangible.

Humans on the other hand can fear everything, we fear what we see, hear, feel, imagine and believe. When it comes to something scary if it isn’t there we are quite capable of creating it. If we aren’t the creator, then we certainly feed a fear with what we listen to, read and who we hang out with. Humans, are a pretty tough act to follow.

In his New Year essay, Michael Enright of the CBC Sunday Edition referred to the decade as one of “adding and subtracting, of lost purpose fogged by confusion”. Ten years that seemed to capture our worst fears beginning with worldwide chaos from computer failure to uncontrolled viral contagions. From Y2K to H1N1, it is a decade exhausted.

When we learn from the past, live in the moment and plan for the future we not only do well, we excel. 2010 holds promise for a decade of optimism, hope and opportunity. Let’s take advantage of our ability to reason and manage our fear and ask ourselves when we sense, feel, think, want or act. Then figure out what to do with the information.

The Awareness Wheel is a tool we use to help people through a perceived fear of horses, injury or failure¹. The wheel provides a guide to question the source of the emotion we feel welling up, to take stock of the moment and determine whether our emotions are working for us… or against us.

The rock that doesn’t move or the plastic that blows in the wind may not be what scares us. But the what if’s, could be’s or might happen’s can paralyze us and the reasonable is quickly clouded by the irrational.

It’s funny how we stumble upon what we have learned. I was busy matching the shapes, colours and textures, of a Christmas puzzle, when Mom remarked that I have always been so good with puzzles. The comment made me stop as I do enjoy puzzles, it made me think, that is why I stuck with Rhys. Even though I’ve had people “suggest” I find another horse – Rhys has been my puzzle. Even his name reflects the chocolate covered peanut candies that come many to a box. I often described our progress as having discovered another piece.

I worried so much about the what might happens with Rhys, that I missed what was going on. When I let go of the what if’s my whole perspective on him changed. I can honestly say I lifted the fog of my own confusion so I could see the potential Rhys held for me.

2009 may have been a tough year – but don’t let that hold you back. Treat this next decade as a whole new puzzle, one with many pieces, new textures and a rainbow of opportunity. It’s simply a case of fitting them together based on what shows up.

1 – adapted by Fred Jacques from the work of Miller, Wackman, Nunnally, and Saline.

Fear is a lazy bastard

“Fear is a lazy bastard. It comes from the most primitive part of the brain. It takes no work and no intelligence.” John Hope Bryant, Love Leadership

Fear is an emotion that can hold us, limit us or drive us. Fear is one of the six basic emotions we share with animals. When it comes to leading people fear may deliver short term results but it comes at great cost. In contrast the other five emotions sadness, anger, happiness, surprise and love utilize the part of the brain that thinks, finds meaning and remembers. Qualities found in passionate and caring leaders who truly want to connect with people and develop relationships in order to serve others. John Hope Bryant calls these individuals Love Leaders.

In my quest to grow The Natural Leader business I have had the great privilege of meeting a few of these Love Leaders. Each has touched my life in a different way each demonstrated a quality I needed to learn. Sometimes it was a learning realized simply through my own fear of failing.

Barbara Ross, sister, friend and strongest supporter. Barb is devoted to so many others, she has volunteered as a board member, fund raiser and for the past three months as full time Executive Director of Inn from the Cold to bring them through a critical transition period.
Fred Jacques, my mentor and partner through the programs we have delivered together. His knowledge, experience and willingness to share is inspiring.
Barbara Thrasher, believed in what we had to offer from her first introduction to the programs. She has continued to promote, support and encourage me – reminding without words on the importance of patience.
Kathy Pinder, Director of the Famous 5 I had the honour to work with Kathy on the 80th Anniversary of the ‘Persons Case’, her energy, enthusiasm and commitment is unwaivering.
Frances Wright, founder of the Famous 5 lives the importance of the role of women in developing a world worth living in.
Barbara Dodd-Jones for her participation and her willing endorsement in support of Equine instinct to better human Emotional Intelligence.
Suzanne Fitzhenry, Suzanne has been incredible in her ability to promote the University of
Calgary programs continually creating wait lists.
Donna Kennedy-Glans, has inspired me. Leadership in one of Canada’s largest oil companies taught her about the importance of self, family and belief. She continues to unveil opportunities for others through CanadaBridges.com
Jan Hornford, an aspiring equestrian with a positive energy and caring grace. Jan has a passion for people, her encouragement was the source of doing things differently this past year.
Christopher Byron, my husband, partner and best friend he both encourages and challenges me.

Each of these individuals helped me see that in failure lies great opportunity. It is simply about the choices we make. “Never say can’t and never say impossible. The difficult you do immediately, the impossible takes a little longer.”1 Love leadership is about caring more about what others think, need and want than you think about yourself.

I always connect my leadership learnings to what my horses have taught me – this topic is no different. Animals are great teachers of unconditional love they accept us for who were are based on how we treat them. Horses can be absolute grace under pressure – so willing to forgive.

Rhys and I have had our journey this past year. It was only when I was ready to commit and banish my fear of failure Rhys was there waiting to follow my lead. It is a path I am willing to take in my business and my life. Failure like falling is something you do but you pick yourself up, dust yourself off and carry on. Loving what you are doing makes it that much easier.

Thanks to all of you I haven’t mentioned those who encouraged, participated and provided critical feedback and continue to influence my life. A great 2010 to all.

1- I am honoured to give credit where it is due – John Hope Byrant is the author of Love Leadership

Yoga & Horses

While I've long believed yoga is the perfect compliment to horsemanship - I am an inconsistent practitioner. I tend to get back into practicing yoga when the aches of horsemanship or more likely farm work awaken and stress muscles you forget you have.

It was the closing of the Warrior sequence in the Namaste yoga dvd that had me thinking about the deeper connections. "If you were to take on one small challenge, one tiny awakening, what would it be?" Awakening isn't a term one typically associates with horsemanship but one that easily applies to leadership.

As I moved through the poses and listened to the suggestions of Potters voice, the closer the words related to my pursuit of horsemanship. Breathing, reaching for what is comfortable, seeing how far I can go looking for that release in my rather inflexible feeling body.

I envision myself on a colt asking for the same things. Ray Hunt said everything comes down to "feel, timing and balance" and had he tried it, I'm sure he would say the same about yoga.

"Don't worry about how it looks, notice how it feels." the next phrase that resonates as I reach up lengthening my body to her words, trying to look a margin of what I am seeing on the tv screen. I certainly don't reflect the hard, flexible bodies of the women demonstrating the poses - and she is smiling while I simply try and breath! I breath deeply and reach, it feels better as my muscles relax. I am slowly getting there.

As someone who rides mostly on my own I rarely get caught up in how I look, in fact I often think I should video tape myself to see what I look like. Watching riders at a recent clinic some appeared to be consumed with what others were thinking but as they start focusing on the feel of the horse they too seemed to lose sense of the audience and false expectations they were placing on themselves.

In my view horsemanship, yoga and leadership are all intrinsic activities, I do what I can for others and I do them for me and that makes me feel good.

It's Your Behaviour

"Titles are granted, but it's your behaviour that wins you respect." Opening words to the first practice of The Leadership Challenge.

Model the Way; Inspire a Shared Vision; Challenge the Process; Enable Others to Act and Encourage the Heart are the Five Practices of The Leadership Challenge and have proven to be a great reference for The Natural Leader programs. This past weekend in High River Alberta, Buck Brannaman capably demonstrated that the five practices of leadership apply equally well to to the pursuit of horsemanship.

"to gain commitment you must be a model of the behaviour you expect of others." Model the Way is about demonstrating behaviour, it is about being clear on what is important to you and prepared to set the example. Clear on his commitment Brannaman's presence demonstrates he is prepared to help others in their horsemanship journey.

The words and topics he uses are not often heard in the boardroom, but the concepts couldn't be closer. Brannaman talks about having a picture in your minds eye of what you want to do before you start. "Do less than what you think it's going to take and then do what it takes to get the job done." Through stories of his own struggles, his admiration for his mentor Ray Hunt and humorous interpretations of his teachings Brannaman created and Inspired a Shared Vision.

His word's don't simply inspire, but they Challenge the Process engaging people into action. By sharing and demonstrating activities where a person learns from their failure, or as Brannaman puts it "an opportunity to get better" he sets it up for the horse human relationship to improve. The goal of attending the clinic was to improve to horsemanship skills, but as his website claims "horses and life it's all the same to me." Brannaman creates possibility, he Enables Others to Act limited only by the level of commitment each is prepared to make. The art of horsemanship is to make the horse look better.

Through his skill Brannaman is able to foster collaboration and build trust, so others believe they too can achieve something they previously thought unattainable, he Encourages the Heart.

Working through the challenge of making my horses look better has taught me, horsemanship and leadership ..... it is all about my behaviour.

The image at the start of the article is a Garcia Spade Bit, an example of the finest in silver, copper and steel craftmanship. While bits always raise controversy in the horse world, it is rarely the bit and always how humans use them. To Brannaman the spade represents the ultimate in trust and communication based on respectful relationship. As his mentor Ray Hunt said "Anyone can ride a horse bridle-less but only those with the highest level of commitment can ride a horse with a spade bit."

The Gender Parity

You can ask a stallion, tell a gelding, but you have a discussion with a mare. Cowboy Wisdom

Known for the Stampede and Spruce Meadows, Calgary is a hub for international competitors and horses. At these levels of competition one can't help but notice the number of mares represented in the final round of cattle work, that famous eight second ride or the jump- off. It is a gender parity that puts the business community to shame.

While women may be present in a higher proportion in both the workplace and the stables, there continues to be a higher representation of males in senior management and geldings in the barns. I broached this observation on an equine related discussion board and the thread quickly drifted to typical gender stereotypes, hormones, personality preferences and dominant versus passive behaviour. Similar reasons as to why mares are relegated to brood herds and women left out of the board room.

As with all my articles I seem to waller¹ around for a while before I decide what it is I really want to say. Sydney helped me gain some clarity this morning. The most confident horse I have ever owned, she has never questioned her own ability. Many people who have had the opportunity to work with her have remarked "that scanning the herd she hadn't caught their eye, but her personality is one you cannot ignore." What I am fairly confident about is in other hands she would be labeled a difficult horse.

Just as men and women view the same problem from different angles, a mares perspective on us differs from that of a gelding. Horse clinician Julie Goodnight suggests that "working with mares requires that we develop a meaningful relationship in order for them to bond with us as they would a herd mate."

It is coming to understand this different perspective that has helped me grow in my horsemanship skills. A mare asks more of us as a leader and it is this questioning style that often puts people at odds with mares. The mindset of many horse owners is they should just do as I ask but, as we have seen time and again in our sessions, what we think we are asking and what the horse reads are often two completely different requests.

Thinking about how mares have been stereotyped what surprises me is how often I have heard from a women "they would never ride a mare." A participant of a recent session couldn't have framed it better when reflecting on his experience with lead mare Zoe "she was clearly allowing me to lead her". He held no illusion that he was the leader simply because he held the lead rope. With both mares and geldings in our herd I have learned a lot about group dynamics. Every horse has learned behaviours but each has their own unique personality and background. It is the differences in the gender dynamics in the playground, the workplace and the stables that maintains a dynamic, growing and caring environment.

To update that cowboy saying on mares I would prefer to suggest "you need to engage in dialogue with a mare." as too often a discussion ends up being one sided. Being open to a dialogue with Sydney or any of the other mares in the herd has allowed me to see what each excels at. Dialogue requires that we not only express our opinion but we that listen to other perspectives. When you find that area of common interest a mare's loyalty is unquestionable they will truly put their heart and soul into getting you to the final round.

1-Waller - in this context is in reference to the aimless and sometimes purposeless requests we make of our horses, to the point they simply shut us out.

Learning from the Herd

At first glance, the herd is a fairly static environment with roles, responsibilities and daily schedules. A horse is a highly social animal which means a range of interactions but the herd is both constant and ever changing reflecting a routine set by the seasons, the weather and us.

Our herd is a mix of geldings, mares and one donkey ranging in age from two to sixteen. Observing them over the years highlights the similarities and the subtle changes that emerge as the number of horses has grown. In Animals Make Us Human, Temple Grandin suggests it is the horse's very social nature that has made them so easy for us to domesticate - they don't mind when territories cross, they are willing to live together in a created herd and they have a built in desire to cooperate.

A domestic herd is limited by the space they have to share, don't have much of a choice as to who joins them and within limits they get along pretty well. With those parameters it is relatively easy to pull parallels from the herd to the workplace. To work well in a team we often need to be able to manage an open office environment, work with individuals we might not choose to spend time with and cooperation is not always the hallmark of being human.

Like a workplace team, the herd also has to deal with internal and external influences. Internal change is far more fluid than the stresses that we inflict on them but what is interesting and most reflective of workplace is how the herd collectively manages external stress.

From time to time change is imposed on the herd whether it's adjusting the clock, adding a new member or splitting the herd up a change can be fiercely defended. Generally horses are not great at managing change and they treat change with the commitment of a life and death scenario. The herd quickly becomes a cohesive unit acting and responding in the interest of the group, old alliances are strengthened and new bonds are created, working together to either accept or repel the influence.

Change seems to be a constant that we cannot repel or ignore, but what we can do is manage how it impacts us personally. While we often feel alone in the turmoil of change supporting others through the process is another innate human characteristic. The herd demonstrates the importance of sticking together and supporting others while being open and willing to accept and adapt to what shows up.

Building on What Works

I love the opportunity to hone my horsemanship skills by riding with folks who are better than I. End of June, I travelled down to Bozeman, Montana to ride with Buck Brannaman. This year everything took on new meaning as I was able to see some of last years forgotten explanations from a different perspective. As the horse master Tom Dorrance said "the first thing you need is the last thing you'll learn."

For years riding instructors stood in the middle of the arena and yelled out what not to do as you walked, trotted and cantered around the arena. Fortunately few of those experiences stuck as I was no doubt more concerned with saving my life than listening to the person barking instructions. I learn best by a combination of inputs and now understand why those university lectures went in one ear and out the other, just listening isn't my forte.

The mentors I now choose best reflect my learning style, teachers who are on their horses explaining what they are going to do and why, showing me how they do it and then letting me do it. Horsemanship, like leadership is about the why, it is about feel. It is about knowledge through experience, timing and recognising what shows up.

This years clinic included a number of competitive tasks which may sound contrary to what you believe the concepts of what natural horsemanship are. What became clearer to me this year is horsemanship is about being fair but effective through simple, consistent and clear communication. LIke all aspects of leadership It is about understanding why, being focused on the outcome and being ready to support no matter what shows up.

Competition magnifies the expectations we place on ourselves. It was interesting to watch where the desire to win got in the way of success. When my focus was on the time, Maddison became increasingly resistant. Reflecting on the successful outcome of some of the complex elements, I realise I was more concerned with Maddison than winning and we worked better together.

We have used competitive elements in our programs and it is so easy to observe where task versus relationship tips the scale. Those of you who have participated know the hands-on learning with horses is a far cry from a powerpoint presentation with simulations. The programs are about executing a series of relatively simple tasks through explanation, demonstration and then experience. The links you personally make from the horses to work, home or life in general through the facilitated discussions or reflection moments you share with us, is where the real learning happens.

We try and set up our sessions so we are able to reach you no matter your learning style. We recognised early on in our program development that the workplace doesn't need a whole new set of leadership practices. What people in the workplace are ready for is another way to view relevant and common ideas and principles that need to become habits in our bodies instead of just our heads.

The Desire to Gain

"Fear of Loss is greater than the desire to gain." Jeffrey Gitomer

The more I work with people and horses the more frequently I see fear of "what might happen" instead of being present to what is happening.

If the name Gitomer sounds familiar, you may know the statement refers to sales, not leadership or even horses.

I had the pleasure of attending the Art of Sales as a guest of Brian Pleet of Strategico a couple of weeks ago. The statement on fear was simply a few of the words that rang true for me as I listened to Gitomer speak.

It is interesting how a presentation on sales offers the same concepts we reference for horsemanship, leadership, communication and life in general.

Gitomer summarized his presentation with five key points:
· Attitude
· Belief in self
· Love of what you do
· Being prepared
· & above all Self-confidence

What we believe to be true

Would you walk under a ladder? Open an umbrella inside..... or break a chain letter? These were but a few of the beliefs put to the test on a recent airing of the CBC show DNTO (Definitely Not the Opera). Through an account of humorous and superstitious beliefs that both limit and inspire us, the host explored "What we believe but cannot prove."

What we believe is influenced by our family, our community and our experience. Beliefs can be factual, derived or acquired, they allow us to predict events and consider the consequences of our actions. Beliefs hold a powerful grip on our emotions and are the hallmark of being human.

Sam Harris, an author who examines the tenets of religion suggests "beliefs are both logically and semantically related. Each constrains, and is in turn constrained by, many others." The statement holds true for a range of leadership issues we face on a daily basis.

Leadership requires that we sometimes question our own beliefs. Believing we have no control of an outcome can paralyze us. Great leaders frequently make reference to a peer, a boss, a friend, a mentor, who believed in what they could do when they were not sure of their own abilities.

The limiting factor may simply be knowledge, so fill in that gap. If the know how and skill is there, then it may be a previous experience in your way. You may be holding back based on a belief that this situation will turn out the same as the last. Alternately the barrier might be the knowledge that someone executing something similar failed. "Each constrains, and in turn is constrained by, many others." Factual, acquired or derived.

Rhys, a five year old red dun quarter horse, represented my limiting belief. I did not know what had happened to cause a previous wreck, so I had derived a range of possible scenarios that got in my way. I had someone who believed I could do it so I had to confront my own beliefs with the facts that I had the skill, the knowledge and the experience to succeed. Letting go of my fear of failing was the only belief holding me back.

"Anytime we do anything that involves chance, and everything involves chance, there is always that moment afterwards when you wonder if you should have done it." There is also nothing more exhilarating than taking that risk and realizing success. Go ahead walk under the ladder.

In Admiration

What leaders do you admire? Just as a horse will mirror our habits, we reflect what we experience. Our own leadership philosophy can be shaped by many individuals and finding someone you truly admire helps the whole journey appear to be that much easier.

A fine horseman I had the great pleasure to ride with a couple of years ago, died last week. A legend in horsemanship circles Ray Hunt was a man who lead by example offering his 80 years of wisdom to anyone interested in learning.

Dubbed The Master of Communication, it was a title stuck. Ray may not have been known for his people skills but his horse skills are unquestionable. Ray always said he was in it for the horse. He showed people how to behave, so their horses had a chance.

Ray had been repeating that perspective for over forty years. It wasn’t just that he talked about what people should do but he showed people how easy it could be to have an outstanding partner in your horse. Ray may well have influenced more generations of horsemen and women than any other single horseman.

Ray likely just considered himself a horseman but John Maxwell suggests "to be a successful leader you must surround yourself with people who can respond to five key questions".

• Do they display exemplary character in everything they do?
• Do they bring complementary gifts to the table?
• Do they hold a strategic position and have influence within the organization?
• Do they add value to the organization and to the leader?
• Do they positively affect other members of the inner circle?

These kind of people flocked to Ray, spawning decades of horse people willing to let the horse’s perspective be held in high regard. Ray has clearly demonstrated he created an inner circle that many top executives would envy.

Displaying integrity in all he did, Ray offered the most humble of gifts to every horse human combination he encountered, respect. Ray was able to see the inherit talent in a horse when the owner couldn’t, and an argument was never personal. It wasn’t about you, it was about the horse.

Ray has been a part of my leadership and horsemanship journey. He helped me understand like the reins we hold in our hands connecting to the two most sensitive parts of the horse human team. The responsibility we are given in leading others represents the most fragile part of the organization.

The Bigger Picture

"For us to make sense of something it has to fit with what we already believe to be true or the bigger picture."1

For some that truth is horses are dangerous, for others they are an icon of beauty and freedom. Horses touch our emotions like few concepts or experiences can.

Experiential education is a way to extend truths and engage emotions in learning by doing. The premise, get people out of their comfort zone to access emotions and the corresponding problem solving skills that rarely are generated through reading or listening. Experiences familiar to enhancing leadership learning or team interaction are ropes courses and rafting. Working with a horse represents yet one more option, the key difference being horses introduce the aspect of free will.

A leader must continually manage interpretations and perceptions of both external and internal influences. While height, a rock face or rapids may be a metaphor for the challenges of the workplace, reaction to the obstacle determines the stress we put ourselves in and ultimately the outcome.

As a prey animal the horse's will is to survive, to do that they are keenly aware of their environment. The metaphor of the horse in leadership, team or change management learning represents the multiplicity of outcomes. Unlike a rope that will hold despite demonstrated fear, a horse may not. It is the relationship you build and the emotional intelligence that you demonstrate that determines the result.

The Equine Guided Education Association holds an annual conference in Valley Ford, California. This year I had the privilege of presenting an example of the work The Natural Leader offers. The focus of the presentation was to demonstrate how horses support emotionally intelligent learning. The Big Picture provides a three-dimensional perspective on the attributes of awareness of self and others.

The Big Picture brilliantly demonstrates how horses quickly reflect our emotions. Observers are given a glimpse as to how emotion and intention might be perceived by others through our actions.

Like any new leader, as I walked through a different herd awareness was on high. When my actions began to demonstrate negative energy and the emotions of anger, disgust or fear the impact on the horses was powerful. My energy represented how we can be so wrapped up in our own thoughts that we can't see when our actions are perceived differently by others. Inadvertently sending the wrong message.

As I talked through the objectives of the activity bringing my energy down to acknowledge the presence of others and my actions demonstrated the emotions of interest and acceptance. The horses immediately reflected the change and were willing to not only engage but were prepared to accept me.

The Big Picture activity has always brought to attention some of the most meaningful discussion and memorable moments in our programs. Developed from the concepts outlined in the 2001 article The Work of Leadership, the activity offers participants the opportunity to view interaction of the herd before they get into the midst, or as Heifitz & Laurie suggest on to the dance floor.

As a leader we must not only face the external challenges but our own internal ones. Developing our emotional intelligence through active and reflective practice helps us respond better when the stakes are high. By recognizing when and how our emotions are demonstrated through our actions we inspire the will in others.

1. Bushe, Gervase, Clear Leadership

The Emotional Roller Coaster

If a year could be captured by an image, 2008 would be a roller coaster.

Political, social or financial, it was a year of emotion. With stories of fear leading in the news, managing reaction and creating hope in 2009 will be the greatest challenge. Emotion, reaction and risk go hand-in-hand. If leadership is defined by a willingness to take risks, then 2009 is the year of opportunity.

The good news is, as we get older we also get wiser, and we learn that we can balance emotion and reason to manage risk. Our Emotional Intelligence, or EQ, is what assists us here. Not to be confused with our IQ or cognitive intelligence, which is pretty much set by age 17, emotional intelligence is something we can bank on improving as we get older. Ron Short succinctly defines emotional intelligence as "The ability to be aware of our emotions and manage them effectively" and "The ability to relate with others in effective ways."1

While IQ may be a necessary foundation for being able to develop and interpret your EQ, emotional intelligence isn't a skill gained through reading. It is developed through experiencing the actions, the emotions and the decisions. Emotional intelligence is about developing the "short-term, tactical, "dynamic" skills that can be brought into play as the situation warrants." 2

Our greatest gains in developing our emotional intelligence happen when we step outside our comfort zone. As some of you have experienced risk and emotion are inextricably linked when it comes to working with horses, that is also what makes them perfect for leadership awareness learning.

Time and again I am experiencing that with Rhys. I have previously written of a tumble off of Rhys, well the whole story is a concussion and cracked vertebrae. So yes, I see a bit more risk in riding him. That is where my problems lie, you see as my mirror he is also reflecting my emotions. If fear surfaces, I no longer can be effective in communicating with him.

I've seen similar debilitating emotions show up through the simple act of meeting a horse, deciding to make that next career move or having that uncomfortable conversation. What I recognize is that something that sounds simple is not necessarily easy when the action is outside of your typical comfort zone. Learning to recognize the emotions that show up for you and how you want to reflect them based on knowledge and skill you already possess will help determine what actions define your next step.

Regardless of what 2009 has in store for each of us we can only manage how we respond and react to the opportunities presented. Leadership is about managing the emotional roller coaster we find ourselves on - whether it is a ride we choose or one that shows up.

1. R. Short, Learning in Relationships
2. S.J, Stein, H.E.Book, The EQ Edge

Can you walk the talk? - by Manyan Wall

In the Canadian Food Inspection Agency's search for innovative learning for our New Wave Leadership Development Program, I was given the opportunity to attend Leadership: From Horse Sense to People Smarts offered through the University of Calgary. The synopsis suggested "gain insight into your leadership skills through hands on activities with a horse". I was excited and at the same time curious to find out how a horse will help with my leadership development.

The day began with an introduction of fellow participants. We all had different reasons for being there, I was interested in exploring my leadership capabilities, another participant wanted to know how to better handle her staff. We were than introduced to our own horse to work with, I had the privilege of working with Maddison, a beautiful white mare. Not having much experience with horses, I was a bit intimidated by the fact she was ten times my size. Which really made me wonder, "Why in the world would Maddison want to follow me, let alone see me as her leader?"

My first task sounded simple enough, take Maddison for a walk. I quickly found out that if a horse does not want to move, no amount of pulling or pleading would change that. Frustrated by the motionless horse and myself, one of the assistants asked me, "So what do you think you might try?" I stood there dumbfounded, I didn't know. "Do you know where you are going?", she asks. I really did not know where I wanted to take Maddison, I just wanted to get her moving. There I realized my problem, would a colleague or staff want to take directions from me if I didn't know where I was going?

Amazingly, once I focussed on a clear direction, we began to execute it. She walked half way and stopped. "Okay, what's wrong now? I have a clear path, let's get there". All the success I felt in the last 10 seconds had disappeared. I turned to look at Maddison and tried to encourage her to move on, she wasn't interested. I was then asked, "How do you think you can motivate Maddison to move?" I had to put my thinking cap on. Can't bribe her with food, maybe I should try a different direction and keep it interesting for her. After many painful moments of trying to figure out how to effectively communicate with Madison and to keep her motivated, we finally made it to the barn door across the arena. We did not achieve this through a straight line, we zigzagged and circled the arena, but we achieved our goal.

This really put into perspective the challenges many project managers face in executing a task. We may have an idea of how and when we want to achieve our goals, however, others may not accept our methods. Rather than pulling and tugging, we need to be creative and accept the notion that every individual have their ways of doing things, and we can still achieve the same results.

There is not a better teacher than a horse who will provide real time input and feedback that is 100% honest and immediate. For those who cringe at the thought of performance reviews, you may not like what the horse will tell you. But once you realize that you have done it right, there is no better reward and satisfaction. Believe me, Maddison gave me many confused looks and was not cooperative at times. It wasn't till we developed a mutual trust, and I was confident and clear in my focus, that she accepted me as her leader. Of the many lessons Maddison taught me that day, one thing is for certain, when working and dealing with people, you CAN'T FAKE GENUINE.

Horses naturally seek a strong, confident leader.... Horses are a perfect metaphor for learning about people...

Effective as a Whisper

Have you noticed when conversation drops to a whisper, a child oblivious to specific requests, suddenly hears every word? Kids magically tune into our body language as we turn down the volume.

You are experiencing the power of a whisper! Simple communication becoming effective when body language and intention match. Unfortunately, that childhood awareness of the non-verbal tends to disappear as our vocabulary grows. Despite that increased dependency on the spoken word, we continue to use body language to express our emotions, intention and ultimately the truth.

Taking tone of voice, facial expression and body language into account, studies suggest up to 90% of our communication is non-verbal. So you can imagine when our actions don't reflect the words we choose, meaning breaks down.

The term "horse whisperer" came to popular attention following the release of a book and movie of the same name. A horse whisperer is someone who understands a horse communicates through body language. While horse whispering may sound like mysticism, it has little to do with whispering and more to do with silent intent and action.

Horses are masters at recognizing congruency in our actions. Acutely aware of what goes on around them, a horse will respond to changes in the environment and in us. A horse becomes a mirror providing feedback on our relationship, our communication and ultimately our leadership style. It is this heightened awareness that makes the horse a wonderful teacher of the unspoken.

Increasing awareness of our body language is something we can only do through practice. A horse whisperer simply uses their body to clearly communicate their intention. It is the perfect example of how confidence, direction and energy level combine to gain trust, focus and movement in their horse.

While we have developed our vocabulary and we may listen to the words, we instinctively watch the actions of others to determine if they are believable. If working with a horse employs the same principles we need to communicate with people, why settle for 10% comprehension when it can be so much more. Go ahead use your body language and make every word as effective - as a whisper.

Your Turn

The irony of last months email was not lost on me as the day most of you received "Finding Holes" in your inbox, I was out in our hayfield literally doing that. Where there are ground squirrels, you find badgers and they leave behind holes that are far more dangerous. So before the snow arrives I was filling holes in the winter pasture.

This month is your turn - tell us what think about what you have read or learned.

You have listened to me, now I'd like to hear what you have to say. About this newsletter, about the programs we offer, about what you've learned or what you would like to learn.

Your input will help us immensely and while there are a few least likely - most likely options we've also left room for comments as your thoughts are truly what we are seeking. Your input might just help us fill in a few holes in what we offer you.

We promise this will only take a few minutes of your time. The link to the survey will be active until early November. Thank you

http://survey.constantcontact.com/survey/a07e2dgmu6dflu066qf/a00ffm0zsgym/greeting

Finding Holes

It would be great if success in life was achieved by following three steps, four rules or even the eleven things you must know. But life isn't simple and it is often the smallest of details that trip you up, when you miss the obvious.

As an autistic person, learning to cope with the world she lived in, Temple Grandin was aware of that disconnect when she wrote, "we see the world in color, animals see in detail". The obvious part of that statement is that animals also don't miss details. Such was the case when I discovered a hole in Rhys' training.

I am the first to admit that Rhys has pushed me out of my comfort zone, tested my knowledge, skill and abilities beyond any horse I have had the pleasure to meet. He scrutinizes my leadership and constantly checks my confidence and emotions.

I can only guess that I had an air of hesitation that fine Friday morning when Rhys let me know his perspective on our relationship was a little shaky. As well as seeing the detail, a horse's vision is very different from ours, so you can't assume that what a horse sees out of one eye will be perceived to be the same to him out of the other.

All was going well that morning, until I unexpectedly lurched into his right line of vision after he made a rather abrupt response to my request to turn left. His shift in weight unseated me and my sudden appearance on his right side surprised him, he bolted and was literally running for his life.

Despite all my preparations from the ground, the fence and onboard his back. I had missed a spot in his training which became a gaping hole that day. He left me in the dust.

Bruised but not ready to give in I hauled Rhys down to visit someone with a few more rides under his belt than I, Keith Stewart. I needed Rhys to be a contributing member of the team and we had come too far to leave Rhys out on pasture while my body and ego healed.

Within moments of Keith stepping into the round pen with Rhys I saw what I had lacked in my leadership. In my efforts to be a fair leader I had become cautious, Rhys had interpreted my actions as someone he couldn't rely on. What Rhys needed from me was someone he could absolutely count on through confident assertiveness.

Keith's perspective on what is fair gave me a whole new interpretation on how I needed to manage myself in Rhys' presence. Fairness is about both parties showing up equally, contributing and recognizing effort. What I learned with Rhys I now recognize show's up as small holes in other horses. The details are different and while I can manage the various idiosyncrasies of each horse just fine, they become bigger problems when other people get to share the space with them. That is what I've been working on this summer, finding and fixing the holes in my leadership. So when my team shows up they are ready, willing and able to help others find the gaps in theirs.

52 Times

“52 times”, she replied.

The speaker system had blurred the question so all I heard was the response from the young girl. Thirty-four people had come to ride with Buck Brannaman in a recent clinic, divided into three groups, I was taking the opportunity to watch and listen from the bleachers.

Over the course of three days, Brannaman had repeatedly explained and demonstrated a “soft feel”. Despite his best efforts, by day four, few seemed to have picked up on the fact that he was speaking to them.

Understanding a soft feel is only gained through experience. It is hands on learning not something you can pick from a book or video. Brannaman was suggesting that the only way to keep your horse engaged is to be engaging. Rather than sitting like a bump on a log, stay in the moment and so will your horse.

The parallels of horsemanship and leadership are wonderfully obvious to me. Like horsemanship, leadership is an active pursuit. We can memorize theory; but real change can only occur it is through reflection and application of knowledge. Many can become capable riders and managers, however few become excellent horsemen, horsewomen and leaders.

“52 times”

The question? Resorting to statistics, Buck had simply asked a twelve-year-old girl to watch how many times in one hour he asked his horse for a soft feel. Whether at a walk, trot or standing, many saw nothing. Nothing - yet this young girl counted fifty-two simple but defining requests.