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Zen Zone #40

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I read a blog about the "7 Habits of Highly Incompetent People" on Chris Voss, written by Eric Allen Bell.  We all know people like this.  We all should read these also so we don't fall into these traps ourselves.

Half of the battle in leading is knowing ourselves best. If we know ourselves, we can know how we naturally react to certain situations and if our repsonses aren't helping, how to modify our behavior.

What traits do you realize you have that you have had to modify?  How can we best point the people we are mentoring into recognizing their weaknesses and learning to work within those traits to be better leaders?

Zen Zone #38

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Giving freely of oneself without any expectation of recieving something in return is at the core of all the world's greatest teachings.  The enlightened leader exhibits a giving and generous spirit, and this attitude is the antithesis of greed, possessiveness, and selfishness.

Look at any great leader, great in the sense of respect, love, and honor, and you can see these traits in their everyday being.  Exhibiting magnamimity, allowing subordinates to grow, trusting them to reach forward, and gently correcting their mistakes provides an atmosphere of learning and encourages people to take chances.

Zen Zone #37

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The wise master teaches more through being than doing. Leading often requires us to be still and listen.  Only with an open mind and appreciation for another's point of view, do we learn ourselves.

If you want someone to listen to what you have to say, there is the necessity of "speaking the language".  That might sound intuitive, but when I say that I mean REALLY speaking the language; taking into account body language, pauses, culture, and everything else that is being conveyed.  You can speak all day but if you are talking to those who have already tuned you out, you might as well be talking to a wall.

Once we can understand the perspective of our adversary, we can see the path that they are going to take and meet them there.  If you refuse to see where they are going, any path could be the wrong one, or worse, the fatal one.  

Zen Zone #36

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Without direction, water takes whatever form it wants. If undefined, it remains undefined. If channeled or directed, it gains energy. If focused, it creates power.

Leadership is like water. Without direction, a group of people are aimless and disengaged. Given form, they find forward motion. When focused, there is power.

It raises a significant question: What form do you provide to your people to create energy?

Zen Zone #35

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Part of the reason why it seems like conflict between individuals is continually escalating is because it is.  In order for us to move out of this destructive cycle, we have to understand that society's approach to conflict, to treat it as a battle, is counterproductive.  Especially in politics, the combatants are continually competing for power over one another, rather than to develop broad, bipartisan support to solve shared problems.

Pitched battle is not a desirable tactic.  It exerts energy that could be utilized by just fighting smarter. A siege is the last type of battle anyone should want to engage in. It does not resolve the issues quickly or intelligently either.  It is best to look for opportunities, to engage when the timing is right, and to focus resources on the battle at the appropriate time and in adequate numbers.

In the meanwhile, create peace when you can, make allies when you can,  In the future, your success may be dependent on the forces you can summon not from your own stores, but from the stores of others.  Success does not come quickly or easily. But it will never come unless we start grappling with the hard problems first and use our energy wisely.

Zen Zone #34

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It is one thing to create art, it is yet another to create art that inspires others to create art.  It is one thing to be supportive, yet another to be activist.  It is one thing to be in favor of change, yet another to create change.  It is one thing to be a leader and another to be a leader of leaders.

We can achieve a higher level of leadership by inspiring, advocating, and changing.  But a real leader of leaders is a servant. Servant leadership shows that to you, others are more important than you.  These leaders are transformational, they convey their vision, engage others, and cause those others to be excited about their own values.

Finding Art in Unexpected Places

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The phalanx was an example of artform, of excellent teamwork.

The phalanx was an example of artform, of excellent teamwork.

Firegeezer posted a very recent article that reminds us art, as in beauty, is in the eye of the beholder.  I found this interesting, especially since I just finished writing this post as well and the timing couldn’t have been more perfect (and the image he posted I’m sure attracted a lot of curiosity as well).

While there are individuals out there who think that art is only art if it speaks equally to everyone who views it, there are those of us who see things differently and can see beauty and form in things ranging from a symphony to that of graffiti. It’s a matter of being open to what constitutes art.

Now before you think I’m one of those people who think throwing a bucket of paint on a canvas is art (I don’t),  I think there’s a quote that defines it very nicely, from my own perspective, of course: “Art should not have to be explained”.  There are individuals who think that anything is art, and yet, to me, if it is ambiguous and requires explanation, then it hasn’t conveyed any message at all.

Art in its most basic form, to me, has to send a message.  If you can examine a piece of art, even some of the most hallucinogenic pieces, and at least grasp the concept, or can see or smell or feel something about it (even revulsion, I guess, if that’s what you are trying to convey) then to me, you are creating art.  Whether I should have to FUND your wild-ass version of art, we might have a discussion about later, but I digress.

Just as a musician composes her artwork, or a painter his, or a photographer, or a chef, we as leaders should consider our masterpiece in people and in developing the synergy of teams.  We should have vision and an understanding of what it is we want to convey when others engage our artwork; we should choose objectives like colors and use those directions to define our artwork; we should compose our piece by insuring that the people, their output, and their interactions work together like colors and the perspective and the proportion work together.

Leading is an art form.  There are those of us who can appreciate a well-orchestrated, professional team and conversely, we can recognize bad art, that is, thrown-together, amateurish, and discordant “teams”.  Does your team reflect art or is it haphazard and lack thought?  Is it a free-for-all like a bucket of paint thrown up on the wall (that even my three-year old could do) or has it gone under the microscope and been honed into perfection?

Treat your teams like a masterpiece and appreciate what you can do if you take the time and refine your people.  Step back and take in what each part lends to the orchestra and realize that if you conduct it, and shape it, you can take even the most out-of-tune elements and weave them into a concerto that amazes all who behold it.  While not every element sounds in tune alone, together, and with the right synchronization, it can be plugged in to create greatness. When you can do this, others will see you as a true leader rather than one who just so happens to be playing along with the band.

The Source of “IT”

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webDSC01964I think I may have found the source of “IT”.  It is a passion, a desire to elevate whatever you do to art form.  A few weekends ago I got to see it first-hand; in the form of a fourth-generation Iranian American rug importer, a sixty-year old rock musician, and a business owner/mother of three.

A few years ago, I was paid one of the highest compliments I ever experienced from a fellow fire service professional.  I was first beginning to blog and this professional said that he wanted to get to know me better because ANOTHER fire service professional who had read my posts told him that I was “someone who gets IT”.  I was pleased to hear this, but it piqued my curiosity as to what was truly “IT”.

So what is “IT” with a capital I-T?  In my opinion, IT is the headwaters, the origin, the core.  The first chapter of the Tao Te Ching describes IT as being the “unnamable source”:

The tao that can be told is not the eternal Tao

The name that can be named is not the eternal name

The unnamable is the eternally real.

Naming is the origin of all particular things.

Free from desire, you realize the mystery.

Caught in desire, you only see the ramifications.

Yet mystery and manifestations arise from the same source.

This source is called darkness.

Darkness within darkness.

The gateway to all understanding.

I was honored to visit with an importer of fine rugs, rugs that transcend flooring; rugs that are truly art form.  As we sat together on stacks of his family’s recent creations, I interviewed him about the origins of 200-plus year old rugs that surrounded us, accompanied by pictures of great-grandfathers and grandfathers gone by.  The rugs on his walls said more about the craftsmanship and artistry of a century of skilled designers than the many awards, in fact, the most in the industry, gracing his foyer.

I happened to attend a concert by a musician who, even after his 60thbirthday, refuses to mail it in.  I have seen thirteen of his performances over 10 years and I have never seen him take a five minute break while playing over three hour sets and jumping, sliding, running, cheering, etc.  His work ethic, he has said, can be directly attributed to his love for what he does and the examples of his working class parents.  He knew from early on he wanted to be a rock musician.  In fact, in his autobiography by Dave Marsh, he is credited with knowing as early as high school what exactly it was he wanted to do, how he committed his efforts to learning his craft.  His mother, knowing how much he wanted this, bought him a guitar when he was sixteen, which was a major sacrifice on her part.  Talk about return on investment.

A woman who, undeterred by others with less vision, put together a company to reflect her exacting eye for detail and has been considered a leader not only in her industry, but in her community as well.  Despite the lack of effort put in by others around her, she would stay at work until eight or nine in the evening trying to keep the company afloat.  She did this not out of necessity (other than keeping her job, as she had no financial stake in the company), but out of loyalty and a desire to help her colleagues remain employed.  When it was just painfully obvious that no matter what her effort, the owner would not regard her with the respect he gave to yes-men and poor performers, she left with no protection and established her own enterprise.  She is now employing others and giving to others through her efforts and her company is considered to be a standard of excellence.

Although I know only the stage persona of the musician and the rug importer has been an acquaintance for years, I know the woman as my wife, Kathleen.  In watching and somewhat studying each, I find that there are some constants in their success; those of an incredible work ethic, a devotion to what they do as art form, and a dedication to doing what is good and right in contrast to those who only do for themselves.  They also have high standards for themselves and hold themselves and the others around them to that ideal, and in doing so, elevate everyone close to them.

People become good at what they do as a result of passion.  They choose to learn all about that part of their lives and focus on learning about what is considered good and right in their profession and they know to avoid the things that are not.  They don’t associate with the things that are considered amateurish or petty, but live in the now and they note what is new and innovative, and they reject that which is not, or they weave it into something revolutionary.

When you chose this thing, firefighting, as a calling, be it career or volunteer, did it seem to be something to pass the time or was it something to invest in – and by investing, mean your time, your patience, and your passion?  Do you find yourself now in the ranks of the unconsciously competent, doing the job so well that you are on a whole other playing field than others? If so, maybe you have finally reached the unknowable, but if you are like me, you probably find yourself a lifetime student of the game.

“IT” is the unknowable, the unreachable, but it is the usefulness of the darkness.  It wants to be filled and even like in a cave, where you shine in a light, that light only illuminates what you happen to be looking at.  Yet there is the whole rest of the cave, the outer reaches unable to be covered by the light, and even with more light, there will continue to be the areas covered in shadow.  To completely illuminate the cave and to see everything is going to require an entirely amazing amount of light that we probably can’t even imagine, and even then, there will be dark places.

When you get “IT”, you understand that.  You know that there will always be more to learn and no matter what amount of light you bring in, there will still be more to learn and different sources to learn it from.  There is a certain amount of humility in someone who understands this, because they know that even in the least likely places, they might find more to comprehend.  Continue to remain open to all and you might begin to see anew.