NORTH STAR

Destroy illusion to reduce suffering. Starting with myself.

ESSENCE

strong mind, soft heart

play mischief fun delight surprise

beauty, design, space

presence embodiment

patience and perspsective

tenacity

intellectual rigor,

intellectual rigor and exploariton

intellectual tenacity

practitioner integrity

embodied integrity - i say what i mena, i mean what i say. Or I won;t sya it.

pratiiocner of curiousity

INfomration integrity

lateral thinker

warm strength

Understand teh orgnaism

relaxed rigor - we can have great ideas and not take ourselves too seriously

AN ETHOS of work - principles i bring to engagement tha undeprn my wokr

our inner game DRIVES our outer game.

Humans are naturally good at behaviors that keep us safe and alive.

In today’s world, this reflex isn’t focused on running away from a predator or avoiding poisonous foods. It is about protecting our status, credibility, sense of belonging, or our sense of control. (David Rock SCARF model). The modern version of staying safe and live is

IN organizations, where our collective behaviors need to be marshalled to solve our most improtant porblems, there is often spcacular tension between doing the things that matter in the world, and keeping ourselves safe. Kegan and Lahey call this the second job.

Leadership is a set of behaviors.

And here’s the funny thing about behaviors. People are generally bad at the behaviors that matter to good leadership. Because they don’t really come naturally.

A feedback loop is probably the most important concept for change - and therefore growth.

Ricky.

The urgency.

Beliefs and assumptions drive our expression of our behaviors. Chris Argyris, organizaationkl theorist, wrote about this in LOI.

I know, it’s kind of boring.

Some people say that it is about personal qualities like courage, authenticity, or service. Some say it is a technique.

Nope.

Of course there is a mindset behind these behaviors. But leadership isn’t experienced in a vaccuum. To be leading, other people and situations need to be present.

Leadership behaviors are how people experience your mindset about other people and yourself.

Behavior is a funny thing. Awareness and skill. Our awareness can be weak, and skill non existent.

Curiously, people are not reflexively built to do these behaviors. (though we think we are). There are many good reasons for this.

The way that our beliefs and assumptions are formed has to do with our evolution frmo slime mold to homo spaiens (LFB).

Yup, we’re a bunch of complex multicellular origraisms in manager costumes bumping int o eahc others beliefs adn assumptions.

It’s hilarious. AND the sooner you own it and work with it, the better you get.

Am I able to share good information with the people around me? Am I able to get good information from the people around me? Do my word and actions align? Do I know how to focus myself and others on the right problems? Am I able to regulate myself and take appropriate action under stress?

Those behaviors make or break the clarity, trust, and morale that the people around us experience.

Have you seen your behaviors lately?

Our “inner game“, is even deeper than our beliefs and assumptions. Our beliefs and assumptions are driven by our biology.

I mean the evolutionary game of the complex multicellular organism homo sapiens.

acknowledging the reality of other humans is required.

Humans are sensemaking machines. And we think the world should make sense as we see it. But other people are not you. They don’t see the world, problems, and stuation the smae wy you do. It sounds so simple…

YOU DON’T NEED EMPATHY

We cna never assume that we know what’s goign on with another person. THere is a lot of infromation and often wisdom on their “sense“. This is where “empathy gets it wrong“.

It’s not automatic. You’re wrong, stupid and up to no good, and here’s how I know…

THE PATH TO UNDERSTANDING OTHER PEOPLE CAN BE PAINFUL.

We’ll do whatever we can to make NoSENSE go away. But the struggle for share understanding is worth it. Because…

BUT THE STRUGGLE FOR SHARED UNDERSTANDING IS WORTH IT

No one is running a great risk of NOT being committed to their own perspective.

BECAUSE WE’RE NOT YET SOLVING THE RIGHT PROBLEMS

The struggle for shared sensemaking is worth it. No one is running a great risk of NOT being committed to their own perspective.