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...
Thursday, December 11, 2008
Tuesday, November 11, 2008
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.
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.
Friday, October 10, 2008
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
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
Friday, September 05, 2008
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.
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.
Tuesday, July 15, 2008
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.
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.
Monday, May 12, 2008
Is there a hooey in your plan?
"Careful you've got a hooey!" the words were becoming all too familiar. In this context hooey isn't nonsense or silly talk, it is a warning.
My efforts to manage the 40 foot ranch rope proved the skills I'd developed thus far in life, seemed of little use. Setting the loop was one thing, throwing it presented a whole different set of challenges. My eye hand coordination was pitiful!
If you are of the mind that working with a horse represents a life and death scenario, you'll warm to the fact that adding a rope, and a calf, increases the risk exponentially.
The ranch roping clinic reinforced the importance of preparation, planning and adaptability in most everything we do. Demonstrating confidence that I could do it was one thing, but more importantly I had to provide leadership to maintain the trust of my horse.
Being committed to your leadership values and goals throughout a process of change is critical to the outcome and the relationships you need to maintain. While my vision may have been to get out there and rope a calf there were a number of short-term goals I first had to achieve.
I've read "credibility is one of the hardest attributes to earn and sustain - and the most fragile - It is earned minute by minute, hour by hour, month by month - but can be lost in very short order."1
In my attempts to swing the rope my horse was making her concern of this new venture quite clear. Without some careful preparation she was more than ready to leave me in the dirt. I had to demonstrate credible behaviour. My actions had to support my horse and allow her to prepare so she understood her job, only then would she be a willing participant.
When I finally got the hang of the rope I could focus on the plan. When my enthusiasm got in the way and my actions didn't include my horse she would backed off and we would have to start over. As with any activity with a horse you have to remain emotional neutral continually demonstrating you are there to support them and ready to adapt to what shows up.
Like my loop, the whole process could all fall apart in a moment and once again in the midst of the herd I'd hear. "You've got a hooey!"
For those of you questioning the practice of roping. Ranch roping was required long before team and calf roping became a pastime. The goal in ranch roping is to move slow and minimize stress in order to doctor a calf. Keith Stewart even demonstrated how to rock a calf to sleep. The calf was so relaxed she laid there for a while after the ropes were removed, got up, stretched and walked over to the rest of the herd.
1- Kouzes & Posner, The Leadership Challenge
My efforts to manage the 40 foot ranch rope proved the skills I'd developed thus far in life, seemed of little use. Setting the loop was one thing, throwing it presented a whole different set of challenges. My eye hand coordination was pitiful!
If you are of the mind that working with a horse represents a life and death scenario, you'll warm to the fact that adding a rope, and a calf, increases the risk exponentially.
The ranch roping clinic reinforced the importance of preparation, planning and adaptability in most everything we do. Demonstrating confidence that I could do it was one thing, but more importantly I had to provide leadership to maintain the trust of my horse.
Being committed to your leadership values and goals throughout a process of change is critical to the outcome and the relationships you need to maintain. While my vision may have been to get out there and rope a calf there were a number of short-term goals I first had to achieve.
I've read "credibility is one of the hardest attributes to earn and sustain - and the most fragile - It is earned minute by minute, hour by hour, month by month - but can be lost in very short order."1
In my attempts to swing the rope my horse was making her concern of this new venture quite clear. Without some careful preparation she was more than ready to leave me in the dirt. I had to demonstrate credible behaviour. My actions had to support my horse and allow her to prepare so she understood her job, only then would she be a willing participant.
When I finally got the hang of the rope I could focus on the plan. When my enthusiasm got in the way and my actions didn't include my horse she would backed off and we would have to start over. As with any activity with a horse you have to remain emotional neutral continually demonstrating you are there to support them and ready to adapt to what shows up.
Like my loop, the whole process could all fall apart in a moment and once again in the midst of the herd I'd hear. "You've got a hooey!"
For those of you questioning the practice of roping. Ranch roping was required long before team and calf roping became a pastime. The goal in ranch roping is to move slow and minimize stress in order to doctor a calf. Keith Stewart even demonstrated how to rock a calf to sleep. The calf was so relaxed she laid there for a while after the ropes were removed, got up, stretched and walked over to the rest of the herd.
1- Kouzes & Posner, The Leadership Challenge
Tuesday, April 01, 2008
Change is of the Heart
The more I practice leadership through the eyes of a horse the better I understand horsemanship. The more competent a horseman I become the clearer my understanding of leadership.
I have always viewed leadership as a path but a recent reading provided an interesting addition to that perspective. Rick and Lillas Hatala offer a wholistic view of leadership in their work, Integrative Leadership, Building a Foundation for Personal, Interpersonal & Organizational Success.
“Management is primarily involved with developmental, transactional and transitional change (physical, mental), whereas leadership is primarily involved in transformational (heart) and transcendental (soul) change.”
While I highly recommend reading Integrative Leadership what intrigues me is how stages of leadership translate to working with and learning from horses. As our training or skill development progresses with a horse we are very much focused on managing the relationship – developing a foundation of trust and communication. The transactional level introduces routine, discovering talent and developing good habits and the transitional stage is where we are able to manage ourselves through one state to the other.
The stage of transition also suggests that point where the horse and rider alternately can fill in for one another however, what we seek is the level of leadership where everything appears effortless. Transformational change then represents the breakthrough moment where the heart and mind of horse and rider become one. “Transformational learning, leadership and change is of the heart.”
A complex and somewhat evasive thought to us, transformational change is a simplistic concept for the horse. While transformational leadership is something to which we aspire, it also represents the most basic instinct for a horse, survival (change or die). As many who have engaged with a horse will attest to, a horse provides the opportunity to truly understand what a transformational moment is.
When a being up to ten times our size is reacting to our actions, the experience often becomes a trigger event, evoking a fairly strong reaction. It is in the reflection on the experience that true leadership learning lies. If the moment recalls similar feelings it provides us with the opportunity to identify if it is a recurring theme, which leads to a choice. How do we wish to be perceived – by the emotion or by our ability to manage them? This simple act with the horse sets the stage for a level of awareness which is difficult to attain through a book or a lecture but allows us to begin to pay attention to when it shows up again and how do we choose to present ourselves.
As I begin to understand what Transformational leadership is, I can begin to contemplate the meaning of Transcendental change and leadership.
I have always viewed leadership as a path but a recent reading provided an interesting addition to that perspective. Rick and Lillas Hatala offer a wholistic view of leadership in their work, Integrative Leadership, Building a Foundation for Personal, Interpersonal & Organizational Success.
“Management is primarily involved with developmental, transactional and transitional change (physical, mental), whereas leadership is primarily involved in transformational (heart) and transcendental (soul) change.”
While I highly recommend reading Integrative Leadership what intrigues me is how stages of leadership translate to working with and learning from horses. As our training or skill development progresses with a horse we are very much focused on managing the relationship – developing a foundation of trust and communication. The transactional level introduces routine, discovering talent and developing good habits and the transitional stage is where we are able to manage ourselves through one state to the other.
The stage of transition also suggests that point where the horse and rider alternately can fill in for one another however, what we seek is the level of leadership where everything appears effortless. Transformational change then represents the breakthrough moment where the heart and mind of horse and rider become one. “Transformational learning, leadership and change is of the heart.”
A complex and somewhat evasive thought to us, transformational change is a simplistic concept for the horse. While transformational leadership is something to which we aspire, it also represents the most basic instinct for a horse, survival (change or die). As many who have engaged with a horse will attest to, a horse provides the opportunity to truly understand what a transformational moment is.
When a being up to ten times our size is reacting to our actions, the experience often becomes a trigger event, evoking a fairly strong reaction. It is in the reflection on the experience that true leadership learning lies. If the moment recalls similar feelings it provides us with the opportunity to identify if it is a recurring theme, which leads to a choice. How do we wish to be perceived – by the emotion or by our ability to manage them? This simple act with the horse sets the stage for a level of awareness which is difficult to attain through a book or a lecture but allows us to begin to pay attention to when it shows up again and how do we choose to present ourselves.
As I begin to understand what Transformational leadership is, I can begin to contemplate the meaning of Transcendental change and leadership.
Setting Intention
Throughout history we have had the opportunity to learn from horses, typically we have simply recognized the horse as a means to getting things done. This blog is about acknowledging them as teachers.
Thank you to all those who have made this effort possible. My hope is that what I have shared on the following posts offers new possibilities in your work.
This is not a how to guide but rather another way to ask questions. Whether your work is with individuals or organizations, your experience and intention determines the outcome. The work is continually evolving, each task having been modified and adapted over time, consider it documented learning. There are as many ways to work with horses as there are people, we believe, there are just as many ways to interpret this work.
The activities I will discuss are about recognizing concepts: about how we acknowledge our actions, how we learn, communicate and interact with others. One activity may have many outcomes in our experience it depends on the objectives and about being able to adapt to what shows up. Horses don’t wear watches so time is relative to the
participant, the facilitator, the horse and the moment.
It is important to note that the activities in and of themselves may seem simple, as there are only a limited number of expectations one can have of a horse, we can observe, herd or drive, lead, groom or ride a horse. How the experience is facilitated is what allows learning to happen. It is our role as facilitators and educators to manage the interaction and to see that what may be obvious to us becomes obvious to the participants.
The constant pursuit of learning is the common thread between those who practice this work around the world. A passion for horses as partners and a desire to share is what drives those who have provided content for this guide.
We would like to thank everyone we have had the opportunity to meet and work with as they have been an integral to the creation, development and execution of the work described here.
Thank you to all those who have made this effort possible. My hope is that what I have shared on the following posts offers new possibilities in your work.
This is not a how to guide but rather another way to ask questions. Whether your work is with individuals or organizations, your experience and intention determines the outcome. The work is continually evolving, each task having been modified and adapted over time, consider it documented learning. There are as many ways to work with horses as there are people, we believe, there are just as many ways to interpret this work.
The activities I will discuss are about recognizing concepts: about how we acknowledge our actions, how we learn, communicate and interact with others. One activity may have many outcomes in our experience it depends on the objectives and about being able to adapt to what shows up. Horses don’t wear watches so time is relative to the
participant, the facilitator, the horse and the moment.
It is important to note that the activities in and of themselves may seem simple, as there are only a limited number of expectations one can have of a horse, we can observe, herd or drive, lead, groom or ride a horse. How the experience is facilitated is what allows learning to happen. It is our role as facilitators and educators to manage the interaction and to see that what may be obvious to us becomes obvious to the participants.
The constant pursuit of learning is the common thread between those who practice this work around the world. A passion for horses as partners and a desire to share is what drives those who have provided content for this guide.
We would like to thank everyone we have had the opportunity to meet and work with as they have been an integral to the creation, development and execution of the work described here.
Monday, March 10, 2008
The Perfect Metaphor
If March comes in like a lamb, it goes out like a lion. A metaphor that summarizes what weather statistics simply can't express. Metaphors convey values, action and engage the imagination.
Metaphors are much more tenacious than facts. Paul de Man
A metaphor is language that directly compares seemingly unrelated subjects, actively engaging the listener to draw on personal experience and find meaning in what they hear. Long used for story telling, metaphors bridge theory to example, values to action, creating interesting and powerful learning tools. Research(1) supports history, suggesting stories and metaphors have a substantially greater impact on decision making than pure fact.
Constructing knowledge and value through direct experience is another process where meaning is drawn from unlikely partners. Experiential learning involves participants in an activity to apply previous knowledge and concepts for a new perspective on what they may have defined to date.
As a generation of expertise nears retirement concern about leadership, engagement and motivation has organisations looking for innovative learning opportunities. Metaphors and experiential learning are two powerful processes that leaders can employ to influence others.
Leadership is about being, listening, reflecting, responding, evaluating and adapting. Leadership is about having the knowledge, skill and awareness to respond effectively in the moment. Leadership is about authenticity not imitation. A metaphor for leadership then should be able to convey all those qualities.
A horse has long been a metaphor for the workplace. "Handing over the reins of responsibility", "Leading the charge" along with "Don't put the cart before the horse" to list but a few familiar workplace idioms reflecting our relationship with horses.
While our expectations of the horse may have changed our need to keep them involved has re-emerged. Interactions with a horse become a metaphor for leadership learning. A horse can't help but evoke emotion creating an experience that is as personal and unique as each leadership journey.
Working with a horse is about listening. A horse helps us see the impact of our actions, they provide a whole new perspective for reaction in the moment, they allow us to reflect and evaluate and most importantly they allow us to adapt. The horse is the perfect metaphor.
(1) The Differential Impact of Abstract vs. Concrete Information on Decisions Eugene Borgida, Richard E. Nisbett - Journal of Applied Technology 7, no 3 (1977) 258- 271
Metaphors are much more tenacious than facts. Paul de Man
A metaphor is language that directly compares seemingly unrelated subjects, actively engaging the listener to draw on personal experience and find meaning in what they hear. Long used for story telling, metaphors bridge theory to example, values to action, creating interesting and powerful learning tools. Research(1) supports history, suggesting stories and metaphors have a substantially greater impact on decision making than pure fact.
Constructing knowledge and value through direct experience is another process where meaning is drawn from unlikely partners. Experiential learning involves participants in an activity to apply previous knowledge and concepts for a new perspective on what they may have defined to date.
As a generation of expertise nears retirement concern about leadership, engagement and motivation has organisations looking for innovative learning opportunities. Metaphors and experiential learning are two powerful processes that leaders can employ to influence others.
Leadership is about being, listening, reflecting, responding, evaluating and adapting. Leadership is about having the knowledge, skill and awareness to respond effectively in the moment. Leadership is about authenticity not imitation. A metaphor for leadership then should be able to convey all those qualities.
A horse has long been a metaphor for the workplace. "Handing over the reins of responsibility", "Leading the charge" along with "Don't put the cart before the horse" to list but a few familiar workplace idioms reflecting our relationship with horses.
While our expectations of the horse may have changed our need to keep them involved has re-emerged. Interactions with a horse become a metaphor for leadership learning. A horse can't help but evoke emotion creating an experience that is as personal and unique as each leadership journey.
Working with a horse is about listening. A horse helps us see the impact of our actions, they provide a whole new perspective for reaction in the moment, they allow us to reflect and evaluate and most importantly they allow us to adapt. The horse is the perfect metaphor.
(1) The Differential Impact of Abstract vs. Concrete Information on Decisions Eugene Borgida, Richard E. Nisbett - Journal of Applied Technology 7, no 3 (1977) 258- 271
Monday, February 04, 2008
Get On and Go - Issue 16 February 08
"I just want one I can get on and go." a common request for those interested in owning a horse. A few questions later to better understand experience and true expectations, the recommendation of a quad often seems more appropriate. "They generally start up when you need them, there are minimal problems with balance and they are quite comfortable to sit in the garage for months on end."
A horse just comes with a few more responsibilities, they require that we take on a leadership role. As with any leadership position the perspective of "How will this decision change my life? and What will I need to do to adapt to this new role?" are questions best answered before we get the horse. Because, if a horse is truly not a hearts desire, maintenance becomes all consuming once the novelty wears off and our view on the addition usually takes a turn for the worse.
While we share little in common with a horse, we are both social beings. A horse is a natural follower seeking a confident and fair leader. We attain that status through developing a relationship, gaining credibility and earning the authority as your knowledge and skill improves.
When we don't view owning a horse on these terms that well trained horse you paid so dearly for, all of a sudden develops annoying habits. Well at least that is how we view it. A bad habit, or a big problem, seldom is sudden and usually develops subtly. Master horseman Ray Hunt coined the phrase "What happened before what happened, happened" as a way to get participants in his clinics to think from the perspective of the horse.
Workplace issues rarely just happen either. Boyatzis & McKee suggest that organizations are more likely to tolerate dissonnace, or that annoying little habit, if the short-term results seem to be there, that is until there is a big problem.
Taking on a leadership position requires a fundamental shift in how you view your role and respond to what is going on around you. Leadership isn't a title, it's about understanding what motivates others and about how you serve those around you.
Learning how you and others succeed together may mean recognizing when you missed that subtle cue and ask for the opportunity to start over again. Leadership is truly like owning a horse you have to earn the opportunity for that occasional free ride.
A horse just comes with a few more responsibilities, they require that we take on a leadership role. As with any leadership position the perspective of "How will this decision change my life? and What will I need to do to adapt to this new role?" are questions best answered before we get the horse. Because, if a horse is truly not a hearts desire, maintenance becomes all consuming once the novelty wears off and our view on the addition usually takes a turn for the worse.
While we share little in common with a horse, we are both social beings. A horse is a natural follower seeking a confident and fair leader. We attain that status through developing a relationship, gaining credibility and earning the authority as your knowledge and skill improves.
When we don't view owning a horse on these terms that well trained horse you paid so dearly for, all of a sudden develops annoying habits. Well at least that is how we view it. A bad habit, or a big problem, seldom is sudden and usually develops subtly. Master horseman Ray Hunt coined the phrase "What happened before what happened, happened" as a way to get participants in his clinics to think from the perspective of the horse.
Workplace issues rarely just happen either. Boyatzis & McKee suggest that organizations are more likely to tolerate dissonnace, or that annoying little habit, if the short-term results seem to be there, that is until there is a big problem.
Taking on a leadership position requires a fundamental shift in how you view your role and respond to what is going on around you. Leadership isn't a title, it's about understanding what motivates others and about how you serve those around you.
Learning how you and others succeed together may mean recognizing when you missed that subtle cue and ask for the opportunity to start over again. Leadership is truly like owning a horse you have to earn the opportunity for that occasional free ride.
Tuesday, January 08, 2008
When Opportunity Knocks - Issue 15, January 08
2008 begins with a different take on The Natural Leader's monthly musings. Bruce Sellery and the team at BNN - The Business News Network have created a story about Bruce's experience with the soft side of leadership from Maddison's perspective. Thank you Bruce
Horses and Leadership [01-08-08 8:00PM ET] There are some workplace skills that are very difficult to train. Leadership is one of them. Today we look at an unconventional method, led by a group of four-legged teachers.
http://broadband.bnn.ca/bnn/?vid=26001
Horses and Leadership [01-08-08 8:00PM ET] There are some workplace skills that are very difficult to train. Leadership is one of them. Today we look at an unconventional method, led by a group of four-legged teachers.
http://broadband.bnn.ca/bnn/?vid=26001
Monday, December 10, 2007
Walking the Talk, Issue 14 - December 2007
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.
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.
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.
Sunday, October 01, 2006
The Merger
We anticipated some challenges with the merger. There would be those willing to embrace change and we accepted the fact that there might be resistance. Preparations were complete, the day had come when we had to move past theory and execute the plan.
Mutual benefit isn't a horse’s first reaction, they respond based on instinct. They react in the purest form of communication - body language.
Tuesday, January 31, 2006
EGE Conference Valley Ford CA Jan 26-28
"Blink" and your very thought is conveyed, the message in Malcolm Gladwell's latest book of the same name. Gladwell explores facets of human emotion as they are disclosed by our non-conscious actions. Through a tapestry of stories, he quotes the work of psychologist, Silvan Tomkin's, who "believed that faces - even the faces of horses - held valuable clues to inner emotions and motivations"
To further investigate this thinking as it related to an emerging field of practice, I went to Valley Ford, California. I was joining in on the second annual Equine Guided Education (EGE) conference, the objective to reflect and share the thoughts, expression and work of experts from 4 continents and 10 countries.
Horses intuitively know that faces tell a story; they read our fear, our anger and our hesitation. Humans on the other hand, have to recognize, then learn and practice that skill. As we develop the ability we become better people, communicators and ultimately better leaders, the premise behind the growing number of individuals and institutions embracing the subject of EGE. The true value, and the key difference from other experiential activities, is we must step into the horse's realm of understanding. Horses are acutely perceptive, highly sensitive and their reactions reflect the approach and attitude of the humans they meet.
Horse whisperers have long recognized this sensitivity. EGE opens the philosophy of horse whispering to the corporate sector through facilitated group sessions or one-on-one coaching. We participated in, observed and discussed numerous ways to connect people and horses through the techniques of the horse whisperer. Those in attendance were all intrigued with the profound learning we gain by stepping into the realm of the horse and seeking their wisdom.
While a blink can be the gut feeling that leads us down the right path – it can also be that built in prejudice when we listen with our eyes alone. Listening involves all of our senses our eyes, ears and our heart. The beauty in an equine encounter is a horse doesn’t possess the cognitive aspects of ego or judgment so they are neither affected nor impressed by corporate title or position. A horse embodies the saying “They don’t care how much you know, until you show how much you care.”
To further investigate this thinking as it related to an emerging field of practice, I went to Valley Ford, California. I was joining in on the second annual Equine Guided Education (EGE) conference, the objective to reflect and share the thoughts, expression and work of experts from 4 continents and 10 countries.
Horses intuitively know that faces tell a story; they read our fear, our anger and our hesitation. Humans on the other hand, have to recognize, then learn and practice that skill. As we develop the ability we become better people, communicators and ultimately better leaders, the premise behind the growing number of individuals and institutions embracing the subject of EGE. The true value, and the key difference from other experiential activities, is we must step into the horse's realm of understanding. Horses are acutely perceptive, highly sensitive and their reactions reflect the approach and attitude of the humans they meet.
Horse whisperers have long recognized this sensitivity. EGE opens the philosophy of horse whispering to the corporate sector through facilitated group sessions or one-on-one coaching. We participated in, observed and discussed numerous ways to connect people and horses through the techniques of the horse whisperer. Those in attendance were all intrigued with the profound learning we gain by stepping into the realm of the horse and seeking their wisdom.
While a blink can be the gut feeling that leads us down the right path – it can also be that built in prejudice when we listen with our eyes alone. Listening involves all of our senses our eyes, ears and our heart. The beauty in an equine encounter is a horse doesn’t possess the cognitive aspects of ego or judgment so they are neither affected nor impressed by corporate title or position. A horse embodies the saying “They don’t care how much you know, until you show how much you care.”
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