Assignment 10.1B – 3 Blog Posts
What affects a leader’s capability to speak their truth? One may find this question vague, as the answer could be found in so many places, and in so many things. However, this question begs more than simply “their weaknesses” or “their context”- it examines the true nature of leadership within the contexts of interpersonal accountability. In the same way that the well-known anecdote regarding falling trees and the verification of sound, is the impact of a leader’s actions valid unless verified by the follower?
This week I was delighted to find that Neil Crofts had posted something recently – as his most contemporary post was from several months ago. In true vulnerability he admitted his desires to remain apolitical in his blog postings, and in doing so neglected to update his thoughts. It was only when two readers approached him separately did he come to understand that regardless of his political feelings on the matter, his followers expected his words to continue to flow forth. He offered this inspiring perspective regarding the current political climate, where the power of the interpersonal leaders of the world continue to have the responsibility to push forward. He reminds us that “every country gets the leadership they deserve, and if they don’t like it, its up to us to do something about it.”
Zen Habits Leo Baubata surprisingly backed this cry for interpersonal accountability with an account of an exercise performed in a community context. Competition, in this context, is when his brother holds the space and accountability for Leo to reside in that-which-is-uncomfortable, to notice when his mind is trying to run from the current moment. Really, to run from pain. The two of them held space for each other to reside there, to continue to reside there, to exhibit the courage for the sake of each other, and to exude a sense of vulnerability rare in two men “competing”. They pushed themselves forward, together.
Never to be disregarded, CultureSync maintains similar perspectives through their pre-defined tribal striations, reminding readers that Stage 3 tribes stand to gain so much more if they move past general spewing of expertise in favor of collaboration. Using the example of Mount Everest with all its concomitant experts, CultureSync outlines interpersonal accountability as the foundation of lasting cultural change. For Fender, it was reframing the “why” of the company that began the snowball into cultural synchronicity.
In light of these life-giving readings, I’m reminded of what is needed in the cultural climate today. I’m sure it is easy (like me) for most to stay indoors, in their jobs and their places in their current lives and forget that there are larger landscapes and struggles. Neil Crofts outlines this as “The First Maturity War”, and arguably, this cannot be something we ignore. If the world could be run by Stage 4 leadership, how much better would it be to go to work? How much more fulfilled would we feel? And, more concurrently, how much could we accomplish, together?