This week in Creative Leadership we touch base with my chosen thought leaders in my journey to becoming an effective, emergent leader within the context of Tribal Leadership.
Diving deeper into the amalgams of Neil Croft’s annals of work, “What is Truth?” unpacks environmental repercussions of truth and lies within company culture. He discusses the need to take a look at honesty as a skill, with which we can get better at with some practice, both from the perspective of how to default to honesty and how to deal with lies. Much of truth is subjective, meaning there will often be legitimate perspectives on any situation and understanding the boundary between what is subjectively true and what is subjectively untrue can be a “question of perspectives or differences between values”. Disagreement, in this case, does not mean lies. Really, in this context, “Being honest is an exercise in constant self analysis, to calibrate our observations against our emotions and express our views more as questions or explorations than as statements”. Neil Crofts goes on to state that the best way to measure someone’s contribution to the group is through their level of honesty. If a person is more honest, listens more, and demonstrates empathy, they are less likely to lie.
In CultureSync’s blog, Carrie Kish’s post, “Your Leadership Brand”, takes tribal leadership and brands the experience, equating reputation with workplace culture. She challenges that leader’s most important assets are their reputations, because “research consistently shows that people only follow those whom they admire or respect”. The bad news is leaders do not own their own reputation, the community does. She goes on to outline what a reputation audit can do for a company – asking questions such as “what can you count on me for?”, “what can you not count on me for?”, “what advise do you have for me?”, and “is there anything else?”. From a format of radical honesty and vulnerability, Carrie submits that the best way to build a culture’s internal assets, you create value within your workplace culture.
Zen Habit’s Leo Babauta is at it again with his zen approach to the ever present if-then statements programmed into our head, with “The Ultimate Productivity, Simplicity, Finance, Happiness, and Weight Loss Hack”. He reiterates his hallmark of “letting go” as the means to understanding why we can’t manage to get what we want – whether it is productivity, simplicity, finances, happiness, or weight loss. The answer to Leo is “letting go of the should”, loosening the grasp of the inevitable, so that we can enjoy the present.
Contextualizing these leadership blogs with my reading in Tribal Leadership, I’m reminded that folks that reside in Stage 2 and 3 of Tribal Leadership are caught in loops of negativity that prevent them from rising into Stage 4 and 5. Honesty and lying are a huge measure of whether or not a workplace culture is performing the way that they should to help each other commit to a “we’re great” mentality. Crofts explains it succinctly in “What is Truth?”
“These individuals perceive everyone else as being engaged in the same dog eat dog competition, a brutally Darwinian interpretation of society. Either being honest is not one of their values, so they experience no shame when they are caught out or they have a facility to rationalise any situation entirely subjectively and in their own interests.”
In CultureSync, attracting Stage 4 leaders and tribe members to your group isn’t easy – it resides on whether or not you as a leader are cultivating your biggest asset, your reputation. Without your reputation, you are bound to remain at Stage 3, or worse Stage 2. Leo, in his round about way, talks about an internal view for this reason. By echoing the same sentiment Carrie mentions in her post, and the consistent need for self reflection in the assessment of dishonesty in the workplace, Babauta gives a simple framework within which individual reflection can happen – for the culture shift to begin with you.
I have been greatly enjoying the lenses within which Creative Leadership can blossom, and how all these disparate thought leaders come together to create a larger, synchronized discourse surrounding collaboration.