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.
Monday, July 27, 2009
Saturday, June 20, 2009
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
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
Wednesday, April 29, 2009
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.
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.
Wednesday, March 18, 2009
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.
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.
Friday, February 13, 2009
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
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
Monday, January 12, 2009
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
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
Thursday, December 11, 2008
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...
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...
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.
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