We talked last week about what lies Beyond the Horizon…..Part 1.
The reality that our horizon gives us the freedom to roam. Were we can feel comfortable. Just as children in the schoolyard see and know their boundaries, and feel safe to run in that space, our horizon provides boundaries we can see and work within.
We often create boundaries entirely unconsciously. They protect us. They make us feel safe that we’ll be OK and that our loved ones will be OK. This is a good thing. We shouldn’t throw them out or tear them down without much thought. Initially, we simply need to recognise our boundaries are there, and that we have put them there for many different reasons. Mostly to keep us safe and offer us a level of psychological safety.
Horizons and Leadership
As leaders, though, we need to go beyond “just safe”. We need to consider what might lie beyond our boundaries, our horizon. There are times where we need to get a little uncomfortable and explore further afield, over the horizon, beyond.
Right now, amid the COVID-19 pandemic, we’re faced with lockdowns and challenges. We’re battling a virus that’s intruding on our world. It feels like we’re in a war-like state. Decisions are being made for us, sanctions are being put in place to limit us, even if it is intended to collectively help, seeking to support far beyond our individual and collective horizon.
Robin Sharma has written a stunning whitepaper on this topic, which I’m more than happy to share with you if you send me a note. In this whitepaper, Robin draws a powerful parallel to the current complexity and war. The battle we are fighting against this virus impacting our way of life, and our effort to stop it, dead.
Under this analogy, it is useful to consider what our role is as leaders in this current context.
What do we need to realise, what we need to engender in our teams and businesses.
What got you here won’t get you there
Life has changed and is still changing.
We need to be able to adapt and evolve. We need to experiment with new processes and ideas. New modes of operating. And when we do realise that we won’t always get it right. We may just……
Fail forward
As John Maxwell discusses in his book of this title, it is important to recognise that failing is never easy, but it happens. Right now, we may even experience it more often. Our opportunity is to fail forward. That is, to learn from the experience and change. Be agile in our approach, be ready to fail something and try a new approach. Doing this requires great……
Consistent Communication
This is a competency often overlooked and undervalued. The leader’s role is to make sure the information flows, people and teams maintain connection. Implementing new systems or maybe getting out of the way on occasion to let things organically manifest. The leader also makes sure that connection is useful. Ensuring that the digital meeting room isn’t constantly booked, and people aren’t being unnecessarily digitally distracted. Underpinning this is an approach to leadership which is in service, often called……
Servant Leadership
The commitment to supporting your team, sharing their conditions and practicing empathy in your interactions. Realising that your role is to serve your team so they can be all they can be.
Your role as a leader is to enable and empower to serve.
This is less about top-down directives and more about usefully cultivating the team around you. Less about you being the Chess master moving the pawns and more about working together to solve the jigsaw puzzle. Creating a community where cooperation and collaboration are present.
Right now (and always) that is a useful thing.
This current complexity provides us new opportunities to learn new ways of doing teams, business and more broadly life.
We are creating our new normal, each day.
Let’s do it mindfully.
If you need support in that, I am starting a new coaching program soon.
It’s based on my new book, “Create the Shift”.
I’d love to keep you in the loop if this is of interest. You can click here and register your interest.
