Many of the people that have arrived at this article have already entered this environment postured for war. Please lower your shields and spears, I come in peace.

I recently ran a poll where I braved the question: “Has political correctness gone too far?”

Poll Results - Political Correctness

Honestly, I knew I was opening a can of worms, but at the same time I have grown weary of tip toeing around issues. As I grow older and better define who I am, I also grow in resilience and thick skin.

What is it about this topic that polarises people so greatly? I have invested some significant thought into the topic and I feel I might have stumbled upon some insights.

Both parties are mostly saying the same thing, but in a different way. The reason for the confusion stems from the definitions we subscribe to and the frame of reference we use to contextualise the topic. Moreover, going through the extensive comments a number of patterns have emerged.

For the purposes of this article let’s break the poll into the two groups. The YES and NO groups.

YES group (those who believe that political correctness has gone too far). The emergent themes in the comments were:

  • Political correctness was a method of control in order to censor those that wish to speak the truth, resulting in the deceleration of cultural evolution.
  • People’s proclivity for taking offence was largely subjective and that people who were easily offended were overly sensitive and poorly adjusted to deal with conflict.
  • Censoring language was a violation of the communicator’s rights (particularly freedom of speech).
  • It demonstrates a lack of respect to censor people from the ‘truth’, or other people’s opinions.
  • Political correctness was a mechanism used by left wing individuals as a means of controlling people, under a banner of ‘politeness.’

NO group (those who believe that political correctness has not gone too far). The emergent themes in the comments were:

  • Political correctness is often a term used by people who wish to get away with disrespecting others, or not being held accountable for their actions.
  • Adding ‘political’ to the term adds to the divisiveness.
  • People who use the label ‘political correctness’ are often the ones ‘harassing’ others.
  • We do not fully understand our own biases and assumptions and therefore do not always know the damage we are causing others. The linkage here was towards accountability.
  • The cultural change is a natural evolution of society as we become more enlightened to the effects we have on others.
  • The main drive for change is centred around respect for others, and the provision for harmonious and inclusive communities and teams.

What was immediately obvious were the consistencies in language associated with respect, communication, labels, and oppression.

Assumptions

Both sides assumed ill intent.

Generally speaking, the YES category made the assessment that the other parties were deliberately trying to silence and suppress the objective truth, often because it was felt they couldn’t handle it. The NO category assumed that the yes voters were deliberately trying to change the system in an attempt to get away with doing the wrong things. This was not an isolated observation either. There were hundreds of comments across the breadth of conversations attributed to shares from the original post. In essence, both parties assumed the worst of each other.

The assertions they made about each other force fed the narrative of evilness and divisiveness which helped to alienate the other group. It also allowed people to stay comfortable exactly where they were, self-assured in the realisation that they were right, and the others were wrong.

I think if everyone is truly honest with themselves, they will realise that most people’s intent is pure. Most people I know are trying to make the best of their situations with the knowledge and resources they have available. This is not to say that there are not evil people out there, there most definitely are. But I would suggest they are not as prevalent as we would like to convince ourselves of, particularly when we are trying to make generalised assertions about political sidings and viewpoints.

Acknowledgement of this is a great a start because it allows us to focus on the problem, not the person.

“Assume the worst about people and you get the worst”

Ha-Joon Chang

Bias

After looking at the results I think bias is one of the central issues. Not only about the topic of political correctness, but about most divisive topics in society today.

There is a term called ‘confirmation bias’ which explains the “tendency to search for, interpret, favour, and recall information in a way that confirms or supports one’s prior beliefs or values.” This is not a small issue. In fact, it is an incredibly dangerous and divisive issue in society today. Quite simply, what you are looking for you will find. The cumulative effects of this bias leads people to polarise. It acts in a manner that is similar in its characteristics to feedback in a microphone and speaker arrangement when the sound transmitted from a speaker is picked up by the microphone which sends a message back to the speaker to increase the volume, with the cycle ever-repeating. It is a viscous and escalating cycle that if left unchecked results in damage to the system.

Similarly, confirmation bias prompts someone to look for information that proves their existing narrative, then guides them towards finding information that proves it, then repeats the process. The repetition pulls the person further along the spectrum each time.

In this sense, we must always ask ourselves whether we would rather be right, or correct. They are fundamentally different things.

“I think it’s outrageous if a historian has a ‘leading thought’ because it means they will select their material according to their thesis.”

Antony Beevor

Filtering & Context

A commonly overlooked issue with people is our tendency to filter out information. Not just a little bit of information, but nearly all of it! Our brains are geared in such a way that they are trying to make sense of the world around us and navigate the incredible complexities it provides. The result of which is our inability to measure the world objectively and accurately.

No better example of this exists than in the unreliability of ‘eye-witness testimonies’ in court cases. “Although witnesses can often be very confident that their memory is accurate when identifying a suspect, the malleable nature of human memory and visual perception makes eyewitness testimony one of the most unreliable forms of evidence.” Greg Hurley, National Center for State Courts.

Our brains have managed complexity by attempting to reduce the scope of our focus. Our senses spend most of the time trying to remove the white noise and focus on the things that are deemed more important. This is a great function when used correctly, but without constant and careful attentiveness it can rapidly spiral into a stasis of bigotry, ignorance, and misinformation.

At the grass roots level, it results in ever extending separation of groups who in reality have many similarities or consistencies. What is scary is that the basis of our information, claims and opinions are most likely grounded in minimal truth, or as a minimum an absence of context.

When we delve ever deeper into the specific details of issues, we learn the utility and applicability of context. What might be true in one scenario is categorically wrong in another. To make matters even more complex is when we consider that someone might be right and wrong at the exact same time, depending on the frame of reference and context of the scenario. What is more challenging is when we consider that neither party might be right at all, and we may not have even stumbled across the correct answer yet as a collective.

If we fail to get into the detail and rely solely on the information provided by our senses, subjective experience and filters we are doomed to miss opportunities afforded in understanding context and truth.

Do not be so sure that what you have experienced is the truth.

“What you see is filtered through your beliefs. You rarely see “reality.” You see your version of it.”

Joe Vitale

Values and Beliefs

So where do we go from here? How can we start finding common language and understanding in order to have an amicable meeting of minds?

I think the path forward lies in our understanding and distinction of values and beliefs.

Values are guiding principles that overshadow our understanding of the world. They largely remain extant throughout our lives. They assist us in prioritising our efforts, altering our behaviours, and defining our identities.

Beliefs are different. They are an acceptance of something being true, often without proof. Beliefs can and do change throughout the course of our lives as our understanding of the world becomes more refined and higher resolution. Beliefs are also often used to help navigate specific situations, scenarios, or schemas.

This distinction is highly relevant. We often place too much weight on beliefs as opposed to values. We form allegiances with those people who hold the same belief system as opposed to those with the same values, and this works up until the point where our belief system is disproven or is made irrelevant due to context or additional information. Then the person is hit with an existential crisis that directly challenges their ego and core identity. People will then do one of two things:

  • Knuckle down to finding evidence that proves their belief correct and by extension, that they were right (confirmation bias).
  • Reassess their belief system to see whether it needs to change, and determine to what extent.

The former option is the most often to occur, resulting in further separation from the truth and a regression from personal growth.

The highest performing individuals and teams make a deliberate attempt to surround themselves with people who have like-values but different beliefs. The diversity is what fuels innovation and creativity, but it comes at a cost – awareness and accuracy.

The chaos and uncertainty that is inevitably created as a result of breaking down and rebuilding people’s belief systems is subsequently glued back together with the power of the values they all subscribe to. In the first instance, it is terrifying to be proven wrong, but knowing it came from an angle of love and was triggered by the pursuit of truth is what ultimately confirms its importance and relevance.

When implemented correctly the relationship survives and thrives, and a new cycle of growth is formed. A belief system is challenged, the relationship is re-glued by values, everyone grows, then the process is repeated.

Leadership & Influence

I would like to take the opportunity to share some advice (for what it’s worth) from my experience as a leader, learnt mostly from my mistakes.

If you are a leader you should not choose to be offended. The moment you become offended the dialogue stops. The moment the dialogue stops you lose your influence. The moment you lose your influence the person drifts in the other direction.

It takes significant courage, fortitude, and discipline to listen to people intently, absorbing their entire message. All this, whilst trying to find the context for why/how they arrived at that conclusion. It is a well recorded communication skill to be able to accurately and honestly depict another person’s opinion (in all its detail) without manipulating it into a narrative that suits our own purposes. This is an incredibly powerful skill to foster and maintain enduring relationships.

Our egos are ultimately the trap. They encourage us to cut others off and impart our opinion over theirs. The moment we choose to become offended we have decided to focus on the person, not the problem, and this does not work.

The other thing to consider is that the loudest people in the room very rarely holds the greatest influence. Be careful when the ‘squeaky wheel’ individual claims to represent the interests of an entire group, rarely is this the case (in my experience). It is quite often to find a silent majority who hold relatively consistent opinions. This group are sometime reticent to communicate because it is perceived to be too hard to deal with the louder more dominating individuals, and is therefore fraught with avoidable dangers.

This is a shame because it speaks to the fundamentals around communication, openness, and honesty which professedly scaffold our communities and cultures. Maybe more important to recognise is the lack of dialogue and communication leads to regret, which subsequently morphs into resentment. I see this happening with the two groups in the political correctness debate, as people routinely mention their inability to speak out without being attacked.

If you think the damages associated with offending people are bad, wait until you see the results of drawn out resentment. They are quite literally the worst.

Closing

So, has political correctness gone too far? The answer is yes, no and it depends (very politically correct I know, but it is true).

The answer is case specific to individual societies and cultures. It is in varying levels in different places throughout the world, all of which hold different political structures and systems. A generalised answer about the topic or the people that voted is arguably unhelpful and only serves to fuel bias.

One could reasonably say that 84% of people saying something has gone too far is an objective indicator to consider that there is likely something amiss. But if it is to be fixed it requires further analysis and contextualisation to find those root causes that are triggering this answer.  It also needs people to leave their egos at the door. It is important to note that had I asked the question in a different way, it is likely I would have received an entirely different result. The frame of reference is important and cannot be overlooked for the sake of convenience.

All this considered, the incredible sway in one direction (based on the way I asked the question) might trigger some people to reassess the way they communicate with others. It might challenge preconceptions that individuals previously had on the topic. It might pressure test some people’s beliefs – and that is good thing. Hopefully, it might have shocked some people to delve further into the topic in a manner that might challenge their own belief systems, or the way they interact with others.

If it has achieved this, then we have collectively taken one small step in the right direction and that is a better place than we were previously. Sometimes that is all we can hope for.

Safe travels, and best wishes.

I hope you have enjoyed this article

When I was a young boy I made a monumental mistake.

My equally rebellious friends and I had managed to source a big box of matches. We thought it would be a great idea to go down to the makeshift BMX ramps which were located in the nearby pine forest that surrounded our suburb. One thing led to the next and before we knew it we had figured out that if you hold the match in a specific way and flick it with your other finger then you can shoot them at each other. So that is exactly what we did. We spent nearly an hour burning each other by shooting flaming matches at each other. It seemed like a perfectly reasonable thing to do at the time, but in the back of my mind I knew that if I got caught my Dad would kill me!

The very same man that achieved so much for so long by focusing intense energy on areas of his life that were deemed high priorities. This included his family, his work, his sport and community groups.

So, with this as knowledge I continued to burn my friends, as they burnt me – laughing and carrying on the entire time. Until something went wrong…

Who would have thought that hundreds of flaming matches in combination with a dry and arid Australian bushland would be a combination for a disaster? It didn’t take long before we realised we had started a small bush fire off to our flanks. We all snapped into gear taking off our shirts and trying to put out the small fire which by this time was beginning to spread. Then I thought to myself if Mum knew what I was doing with my T-Shirt right now, worse than killing me, she’d be disappointed!

The same woman that had selflessly focused on our family, providing us with good hearty values and morals. She had admirably progressed herself with poise, tact and dignity as she moved up the Corporate ladder into increasingly respected positions of leadership.

As it turned out, with a little bit of luck from some lateral wind we won the battle. Laying there panting, covered in unnecessary match burns a tall dark looming figure appeared over our heads. It was a man that lived on the borders of the forest we were playing in. He had heard the commotion and realised what was happening. We scattered to the four winds in a desperate attempt to escape. I got away and ran home.

Hours passed. Then a knock at the door…

There was my slightly chubby friend standing next to his Dad. There I was on the inside of the door standing next to my Dad. My heart practically stopped. It was now time to pay the piper. The Dad’s talked to each other. I could feel the rage in my father growing.

What eventuated was something unexpected.

When everyone had left and it was just us in the room, he turned to me and said one thing.

“You know better, where was your self-discipline?”

By no means was this the end of the ‘discussion’ or the ‘disciplinary process’ but it was the one thing I would remember vividly in my bones forever as it had come from one of the most disciplined men I know.

——————-

CONTEXT

Today’s society has evolved so rapidly influencing technology, populations, expansion, globalisation and leadership changes.

But in other ways society has regressed and it has been more subtle and insidious. In many areas within society we have seen a progressive shift away from our personal values as our compass, and personal discipline as our mechanism of delivery.

Slowly but surely, we made it more and more acceptable to withdraw from accountability. The truth has slowly been replaced with whatever language or actions make us more comfortable, instead of those that might keep us honest and accountable. This has been further exacerbated by a narrative that encourages people to be victims. We stopped telling people what they needed to head, and instead reverted to telling them what they wanted to hear. We started making excuses for people in order to avoid having difficult conversations. All this has resulted in a significant paradigm shift that has left many people disenfranchised, disconnected and irrelevant to those around them.

It was Mahatma Gandhi. That said, “The best way to find yourself is to lose yourself in the service of others.”

Most people reading this would agree on one thing. Our minds are often geared to resist change (often due to a lack of incentives, fear of uncertainty or a perceived risk of losing what they already own). So, what is it that can help someone get out of their own way? What can we generally identify as the precursors which will prevent someone from taking positive action in their life? Here are some:

  1. Finding purpose and direction.
  2. Being responsible for the service to others.
  3. Fortitude, resilience and determination.
  4. Prioritisation of efforts.
  5. Plan of attack/delivery.

But these are all just feel good words and phrases unless they are overshadowed by a culture of discipline and action. Without discipline to act on these values and ideals people remain in a state of limbo, always talking a big game but never get anything done. These are the same people that have ‘opinions’ about most things, but rarely have the calloused knuckles of a person who actually works to achieve the goals and commit to the delivery.

DOING THINGS WE DON’T WANT TO DO, BUT NEED TO GET DONE

My time in the military showed me some of the most disciplined people in the world. They would stop at nothing to achieve the goals required for their individual and team success. They understood the interrelationship between self and team success, identifying that in most cases they were one in the same.

  1. If they were scared, they bit their lip and did it anyway.
  2. If they were uncertain, they reminded themselves of their relevance in the team and did it anyway.
  3. If they were under performing, they trained ridiculously hard in order to patch the gap.
  4. If they were hurt they found where they could still provide value and volunteered.

William Feather once stated, “if we do not discipline ourselves, the world will do it for us.”

Looking back now, boy was he right!?

HONESTY

Ask yourself the following questions honestly:

  1. Do you only do things when prompted or influenced by others?
  2. Do you understand your purpose to the point where it influences your daily activities and behaviours?
  3. Are you lazy?
  4. Do you routinely blame external influences or people for your lack of success?
  5. Do you judge other people on their lack of performance, but then demonstrate the same behaviours when no-one is looking?
  6. Are you unhealthy in body and mind, and was it as a result of laziness?

If the answer is unfavorable, then you have some serious life changing choices to make.

ACCOUNTABILITY

It is not someone else’s responsibility to keep you accountable. That responsibility lies solely and squarely on your shoulders.

Moreover, being disciplined does not mean being a jerk or being mean. It has absolutely no connection with being jaded, obtuse, offensive, rude or antisocial – quite the opposite actually. A disciplined person is in control of their behaviour, communication, and deliveries. They accept accountability when they get these things wrong and then subsequently improve without making excuses or demonising the other party.

As we approach the end of the year many of us will start posturing to make our New Year’s Resolutions. Two types of people will emerge from the pack. Those that follow through and commit to long-term behavioural changes, ultimately improving their lives and others. There will be another group of people that will talk a big game, dabble in temporary difficult work and then subsequently quit. The determiner for each of these types will be discipline. Better yet there will be a third group that see no need in waiting for New Years in order to start moving and fixing things, they will start immediately.

BE COMFORTABLE BEING UNCOMFORTABLE

Life is not meant to be easy despite our best wishes. Life is experienced in an environment characterised by chaos, uncertainty and friction. The more we choose to place our fates in the environments that surround us the more we lose control of our own futures.

For many, it is time to start being uncomfortable. Very uncomfortable! So uncomfortable that it normalises and you finally realise that you are well positioned to make choices that can significantly improve your life and circumstances, or alternatively float along in a cloud of malaise.

Commit to something small and get it done. Find something slightly more difficult and get it done. Find something even more difficult and get it done…Rinse and repeat until you realise how much control over yourself and your future you really have! Have the discipline to finish something, and then everything.

CONCLUSION

If you want to truly step your life up to the next level then start accepting accountability for your actions. If you know there are behaviours that are unresourceful and are resulting in negative outcomes – Stop them! Surround yourself with people that are also on a journey of betterment. Hold them to account if they are to remain in your circle of influence. They should do the same for you. But, don’t rely on them to get your responsibilities fulfilled.

I trust this message will get to the one person that needs to hear it. It might be the very message which will lead you to a better outcome. It is written from an angle of love and respect.

For those committing to longer term success and are willing to be more disciplined this time around I say ‘Ad Meliora’ – ‘Onwards to better things.’

If you would like to read other articles please visit here.

If you would like to have a discussion about personal coaching then I can point you in the right direction, hit me up in a message…

Victor Not Victim – A Personal Walkthrough

So today I woke up angry, frustrated and pissed off. Sue me, I’m human.

The trigger was due to the accumulative effects of numerous issues which arose the day before. It was just one of those days that progressively got worse and worse until the point where it was nearly laughable.

The day involved everything from technology blow ups, being let down unexpectedly by others, losing important leads, communication blunders, losing the rugby, to not sleeping through the night. It was one thing after the next. No sooner had I put down the phone did it call with another problem. We have all been there. Just one of those days…

So, I woke up this morning with a unique idea. I would walk people through the way I was going to re-frame and get back on the horse. This would document how I forcibly slap myself off of the victim bandwagon and get on with life. This is as transparent and honest as I can be about something that is happening real-time.

Step 1 – What Do I know?

Whenever someone gets ‘spooled up’ like I did the day prior, it is usually following a number of assumptions or assertions that have been placed into the narrative.

1.   In my instance it is very easy to assume that the ‘attack’ on me from multiple fronts is due to a higher and more insidious attempt to break me.

2.   That the people who let me down did so in order to deliberately annoy and frustrate me.

3.   That the leads we lost were a complete and utter waste of time.

4.   That the technology mishaps were entirely preventable

5.   That the rugby game we lost was the universe’s way of putting the ‘cherry on the cake.’

When you say it out loud one immediately starts to realise that it is a massive list of thoughts generated by self-rationalisation.

A narrative that directly places me in the cross hairs of a victim mindset.

Instead let’s look now at what I know to be true:

1.   I had a crappy day with a whole bunch of unrelated but equally frustrating events.

2.   The day prior was quite good and if I choose I could average it out and come out on top. Or better yet I could reinforce the fact that what happened one day is very unlikely to have full effect on the next.

3.   It is very unlikely that the interpersonal disappointments were malicious in any way. More likely it was how I chose to interpret them.

With that detailed, let’s move onto the next step…

If you are interested in learning more about the distinction between facts and assumptions, read this article I wrote previously.

Step 2 – Who do I choose to be?

My personal values are below. Let’s see how I can use my values in order to make better choices. In doing so I need to be 100% honest with myself and leave my ego and pride at the door. I need to ask myself some challenging questions.

Service

1.   Whilst I am wallowing in self-pity and anger, am I providing service to others? No

2.   Would the mindset I am currently demonstrating align with my reputation of service to others? No

3.   Are there better ways I can demonstrate service to others? Yes

4.   Will what I experienced recently redirect who I provide service to in the future? Partly Yes

Initiative

1.   Is there a more productive way of using my time in order to provide service to others? Yes

2.   Am I currently being forward leaning or reactive? Reactive

3.   Can I make a deliberate choice right now in order to demonstrate initiative of thought and activity? Yes

Accountability

1.   Did I have a part to play in the proceedings that happened the day prior? Yes

2.   Could I have responded in different ways that would be more resourceful? Yes

3.   Is this an opportunity for self-learning? Yes

4.   Are we now more informed about the realities with the people, technology and markets? Yes

5.   Will this allow me to adjust my style and approach in the future? Yes

Integrity

1.   Did you demonstrate integrity in the way you responded to stimuli? Yes, but I could have done better.

2.   Do you have a choice to demonstrate integrity moving forward? Yes

3.   Did we learn about other people’s integrity throughout the process? Yes

4.   Will this help in allowing me to better allocate our time to people with like-minded values? Yes

These questions, and others like them are the result of personal discipline to stop oneself getting worked up. It has taken me many years to realise my limits and personality flaws to the point where I can ask myself questions like this in order to snap myself back into the person I would like to be remembered as. In this way our values can become powerful circuit breakers.

Step 3 – Contextualise and re-frame

Moving forward I have to make some choices. The first is a choice as to whether I will whine like a little child and play the victim, or whether I choose to act like a mature adult that accepts their part to play in the events, learns from it and makes better choices in the future.

The second is whether I contextualise what I am experiencing with the real world.

1.   Is anyone dead or dying? No.

2.   In ten years time will I remember or care about the shit day? No.

3.   Have I personally dealt with worse? Hell yes!

Then get off your high horse and get back down to reality where you belong….

My decisions and choices moving forward:

1.   Today I will act in a way that acquits my values positively

2.   I will make more informed choices about the people I invest time in, the technologies we use, and the markets we service.

3.   Today I’ll re-frame with a chosen phrase of ‘shit happens’. Sometimes you have crappy days. Get over it.

4.   I’m going to start looking for opportunities and gaps and regain my hunt for ‘good people.’

Step 4 – Get on with it

It is time to execute on the promises, and implement the lessons learnt.

No excuses. Get it done!

Getting these things done is what we will define as success and winning.

Conclusion

I hope by walking people through this internal discussion and dialogue they can see some opportunities for their own personal growth. Either that or you now think I am a loony madman.

I trust that the importance of personal choice and accountability rings through and this resonates with the people who are currently ‘spooling up’.

I am confident that there is at least one person out there who might gain value from this article.

In closing I would like to quote Viktor Frankl:

“Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.”

If you would like to read some of our other publications and be informed of future releases. Please visit our website blog.

If you would like a discussion about personal and professional development opportunities. Reach out and we can have a chat.

 

Author: David Neal – Director – The Eighth Mile Consulting

We have all heard someone say, “I’m not a pessimist, I am a realist.” It is a phrase that has many different layers to it, and it is definitely a topic worth discussing.

There are many that would argue that the world is a terrible and chaotic place characterised by suffering, confusion, and destruction.

I recently posted a number of content pieces that explained ‘The Principles Of War’, a set of broad and overarching guidelines that acted as a filtering system for the operational and strategic efforts we conducted within the Military. In response to these posts many asked me to collate the information in a central source so that they might apply more reasonably to their businesses and teams.

There is no point in providing a set of principles, guidelines or considerations unless we build a context behind them that establishes relevance.  This is my shot at doing that for the Principles of War in a corporate context.

The Principles of War are a set of guiding principles that act as considerations for military planning and strategy.  It has become apparent that there is some utility in using them in the corporate environment.  In this article, we look at the analysis and interpretation of the principles with that concept in mind.

Simply put, the principles exist to help frame ‘how’ to think and not ‘what’ to think.  This means that we are free to explore whatever is needed to solve the problem.  However, we must be careful to balance our priorities and resources to enable the best possible outcome.

These are the principles in order but not in importance.  Each plan or initiative will see a different prioritisation of each of these principles in order to achieve a different effects or outcome.

  1. The selection and maintenance of the aim
  2. Concentration of force
  3. Cooperation
  4. Economy of effort
  5. Security
  6. Offensive action
  7. Surprise
  8. Flexibility
  9. Sustainment
  10. Maintenance of morale

The situation will see each principle being utilised differently and should be weighted depending on the circumstances, what needs to be achieved and the priorities set out by the planner.  As an example, when developing a concept for client focused service (aim) we may need to bring in another organisation to cover an identified need (cooperation) which we could only build ourselves at a much higher cost (economy of effort).  This joint venture may necessitate an exchange of restricted information (security) to ensure the team is established, trust is built, and we can be demonstrating our ability to adjust to our client’s needs (flexibility/aim).

For this scenario, the client focused service has primacy.  It may look something like this.

Note – ‘the doctrine’ comments are excerpts from Land Warfare Doctrine 1 – The Fundamentals of Land Power 2014 – The Principles of War

THE SELECTION AND MAINTENANCE OF THE AIM

The doctrine – Once the aim has been decided, all effort must continually be directed towards its attainment so long as this is possible, and every plan or action must be tested by its bearing on the aim.

“ Times and conditions change so rapidly that we must keep our aim constantly focused on the future ” – Walt Disney

In broad terms, it means to keep the object/ end in mind at every level of the operation. The creation of the aim (end state/ outcome) takes time, energy, and some serious thought. This is true for military and corporate action.

When selecting and maintaining the aim:

  1. Ensure it aligns with your values
  2. Communicate it simply and effectively to those involved
  3. Reinforce the aim at all levels
  4. Resist the urge to ad hoc stray from the aim
  5. Maintain open lines of communication with key stakeholders
  6. Test any changes against its impact on the overall aim
  7. Bring subject matter experts in for objectivity

Know where you are heading before you start. It allows you and your team to align to a common outcome and make decisions as well as maintain momentum in your absence. From CEO to a jobseeker, selecting and maintaining your aim provides the purpose to make sound decisions.

CONCENTRATION OF FORCE

The doctrine – Concentration of force is the ability to apply decisive military force at the right place, at the right time and in such a way as to achieve a decisive result.

“ The talent of the strategist is to identify the decisive point and to concentrate everything on it, removing forces from secondary fronts and ignoring lesser objectives. ” – Carl von Clausewitz

To be successful we need to be able to concentrate our capabilities, at the appropriate time and place, to achieve success. This means knowing what we have, what it can do and where it is going to have the most impact.  Then doing it.  This principle is about be deliberate and even more so, decisive.

In a corporate context this would mean:

  1. Having the funding to support a new project or capitalise on an opportunity
  2. Aligning staff, capital and messaging at a key point to achieve and outcome
  3. Defining areas that are irrelevant for expenditure
  4. Having a surge capability to reinforce success
  5. Knowing the strategy and communicating key locations and times for action
  6. Making decisions within the time to be effective
  7. Building alignment, momentum and energy to decisive points in the plan

We cannot spend everything on anything.  Prioritise those actions that will have the highest impact and align to the strategy.  Then build up the required resources, staff and capital to seize an opportunity.  This is a deliberate and defined process.

COOPERATION

The doctrine – Cooperation within joint combined arms interagency teams, allies and coalition partners is vital for success. Only in this way can the resources and energies of each be harnessed so as to achieve success.

” It is the long history of humankind (and animal kind, too) that those who learned to collaborate and improvise most effectively have prevailed. ” – Charles Darwin

Vital to success is the ability to bring together multiple agencies to achieve an overall effect.  What this means in a practical sense is to build teams that cover each other’s gaps.  We cannot know or be great at everything, so we join forces with others to create something better than our own individual capability.

What cooperation looks like:

  1. Admitting that you are not strong in an area
  2. Aligning with a team that is
  3. Leaving your ego at the door and being prepared to be led depending on the priority
  4. Acknowledging a greater purpose
  5. Sharing information freely and in a timely fashion
  6. Synchronising the efforts in space, time, and priority to create the best impact
  7. Putting the team needs first
  8. Protecting each other and representing them in areas where they don’t represent themselves

Combining efforts takes a great deal of trust, authenticity, and respect.  It may be for a short period or an enduring strategic partnership.  The vulnerabilities of your joined team must be protected at all costs.

ECONOMY OF EFFORT

The doctrine – Economy of effort is the prudent allocation and application of resources to achieve the desired results.

“ The first rule of any technology used in a business is that automation applied to an efficient operation will magnify the efficiency. The second is that automation applied to an inefficient operation will magnify the inefficiency. ” – Bill Gates

Economy of effort.  This principle deals with ‘playing smart’ and making the full use of available resources. It is in this space that we create a balance in priorities and what we can realistically achieve and sustain.  Appropriate allocation must be nested with the strategy as they are finite.  Priority allocation must go to the main effort that and supporting efforts will be created to enable it.

In a corporate setting this might look like:

  1. Priority resourcing to finding new opportunities
  2. Supporting effort in retaining and consolidated current projects
  3. Reserve resources segregated for identified contingencies

A changing environment requires adaptability and if the main effort/ supporting efforts evolve then the priority of resourcing will change.  At all times maintaining your economy of effort must be nested with the other principles like sustainment.  Appropriate allocation of effort can mean the difference between success and failure.

SECURITY

The doctrine – Security is concerned with measures taken by a command to protect itself from espionage, sabotage, subversion, observation, or surprise. It is of basic concern during any campaign or operation. Security is required to operate effectively with minimal interference from the enemy.

“ Protection and security are only valuable if they do not cramp life excessively. ” – Carl Jung

To be able to continue to operate and/ or obtain opportunities we must first ensure that our own capabilities are as secure as required by the strategy.  Now in times of need, sacrificing security for speed may be that strategy but it must be a planned, deliberate, and precise decision.  Offensive strategies can also be a method of security as we stay mobile, maintain momentum and aren’t targetable.

In a corporate context, this could mean:

  1. Securing your information, strategies and plans from your competitors
  2. Ensuring you have consolidated resources to mitigate uncertainties
  3. Future proof your employee relevance by developing them
  4. Maintain quick and deliberate decision-making cycles to stay ahead of the competition
  5. Securing financial viability by maintaining cashflow
  6. Diversifying to create redundancy to secure operational viability
  7. Mitigating priority risks to reduce critical events

Security of our businesses in physical, financial, strategic, operational and resource-based decisions is important to enable us to operate effectively with minimal disturbance.  This principle allows us to analyse risk and mitigate it before crisis occurs.

OFFENSIVE ACTION

The doctrine – Military forces take offensive action to gain and retain the initiative. This has often taken the form of building momentum and fueling it to snowball the opposition. In most circumstances, such action is essential to the achievement of victory.

“ A little deed done very well is better than a mighty plan kept on paper, undone. Wishes don’t change the world; it’s actions that do this business! ” – Israelmore Ayivor

We need an offensive action (read, a bias for action in this case) to either regain or maintain initiative, or in a corporate context; maintain your competitive advantage, be first to market, launch on a project or create and seize opportunities.  This action must be deliberate and decisive and must be driven towards achieving the established aim.

To effectively implement offensive actions, we should:

  1. Empower people who have a bias for action (as long the strategy supports it)
  2. Consolidate and make use of adequate resources
  3. Ensure the action is sustainable to the end
  4. Be linked to other key stakeholders to support
  5. Use an element of surprise
  6. Make effective use of available resources
  7. Be deliberate and decisive
  8. Be oriented towards the overarching aim or strategy
  9. Be balanced with security of our own capabilities

In a military context this may necessitate combat however, it can also be the use of information actions and achieving influence as well.  Overall, it is important to understand the importance of having a bias for action as it creates momentum, speed in decision making and advantage over your competitors.  This bias will ultimately allow you to create opportunities not just be reactive to them.

SURPRISE

The doctrine – Surprise can produce results out of all proportion to the effort expended and is closely related to security.

“ In conflict, straightforward actions generally lead to engagement, surprising actions generally lead to victory ” – Sun Tzu

In a military term this might require deception or simply being able to disperse and concentrate rapidly, concealing your activity, appearing weak when you are strong etc.  The idea is to be where you are unexpected or where you are expected at a time when you are not, in forces that weren’t planned for.  In a corporate context, this may mean the release of a new strategy, software, market entry, product release in a time and manner that is not expected so that your competitors can’t mimic or get the inside track.

To achieve successful surprise:

  1. Be where you are not expected to be
  2. Appear vulnerable when you are in fact strong
  3. Appear strong when you are weak
  4. Approach markets from different methods
  5. Create strong allies who enable you to scale and disperse rapidly
  6. Know your environment in detail
  7. Understand the importance of timing
  8. Have a strategy and a plan
  9. Show the minimum amount of activity in an area people are expecting so that they don’t know what your actual aim is. It is called a feint.
  10. Be adaptable and ready to respond to your changing environment

This list is ultimately endless but, in a nutshell, utilising surprise not only keeps you and your team excited about new plans, it also enables you to capitalise on opportunities before others know you are even looking at them.

FLEXIBILITY

The doctrine – Flexibility is the capacity to adapt plans to take account of unforeseen circumstances to ensure success in the face of friction, unexpected resistance, or setbacks, or to capitalise on unexpected opportunities.

“ It is not the strongest of the species that survives, nor the most intelligent. It is the one that is most adaptable to change. ”  – Charles Darwin

This is your ability to adapt to an ever-changing environment (your AQ).  I would also include your resilience to setbacks, ability to deal with friction, chaos and complexity and to make decisions in uncertainty.  The aim of flexibility is to maintain dynamic decision making across multiple lines of operation and still be synchronised.

To build flexibility:

  1. Identify and communicate the overall aim
  2. Understand your environment
  3. Build a redundancy or reserve of resources
  4. Empower decision making at the lowest level
  5. Simplify communication
  6. Provide realistic and relevant boundaries
  7. Create an environment of innovation
  8. Absorb risk, friction and anxiety for your team

Giving your team and organisation the confidence and capability to accept risk and seize opportunities is a deliberate process.  As leaders we have a responsibility to create the environment and set the conditions for success.  Build and train your teams to be able to understand intent and feel confident to take risks knowing that you have their backs.  Ultimately, gaps and opportunities will be found by them.  If they feel confident and capable, you will be able to pivot early and often.

SUSTAINMENT

The doctrine – Sustainment refers to the support arrangements necessary to implement strategies and operational plans.

“ You won’t find it difficult to prove that battles, campaigns, and even wars have been won or lost primarily because of logistics ”  – General Dwight. D. Eisenhower

The new executive with the grand ideas will often forget about the sustainability of a project or strategy.  Logistics and sustainability don’t just happen and can underpin an entire campaign.

Deliberate planning of time and resources for both offensive and defensive strategies should be a priority if you want an enduring impact.  The sustainability or logistical elements of are also those things that are easily targetable by a competitor who can bring more support to the game.

To be sustainable we must:

  1. Accurately plan the requirements of our missions
  2. Have a redundancy
  3. Identify the needs and requirements of our teams
  4. Be prepared to do more with less (should not be the ‘go to’ move)
  5. Be creative and use initiative
  6. Allocate resources to those areas with the greatest impact
  7. Prioritise resources (especially time and energy)
  8. Have a strategy and a plan

Sustainability of our initiatives is the life blood of enduring impact.  In change management, fatigue and obstruction are the result.  In projects, loss of capability occurs or a failure to meet scope.

Be clinical and decisive in your application of resources.

MAINTENANCE OF MORALE

The doctrine – Morale is an essential element of combat power. High morale engenders courage, energy, cohesion, endurance, steadfastness, determination and a bold, offensive spirit.

“ An army’s effectiveness depends on its size, training, experience, and morale, and morale is worth more than any of the other factors combined. ” – Napoleon Bonaparte

For those that know and understand the power of good morale, it is understood that this can be the power that turns the tide and make the unachievable…achievable.

Teams with high morale based on being highly trained, determined people with a shared value set, cohesion and trust will outperform even the best ‘qualified’ teams (on paper) with low morale. This is the secret force multiplier that changes the game.

Morale is built on:

  1. Trust
  2. Shared experience
  3. Open communication
  4. Success (short/long term) and performance
  5. Influential leadership (at all levels)
  6. A shared purpose and identity
  7. Commitment and conviction to succeed
  8. A genuine and authentic care for each other and the team
  9. Culture and a feeling of belonging
  10. A willingness to put the team above yourself

If you have worked in a team with high morale, you will understand the power and addictive nature of it. You feel indestructible and associate the impossible as the possible. However, it takes work and commitment to being a part of something bigger than yourself.

SUMMARY

The principles of war have been developed over the years as a set of factors and considerations for successful planning and implementation of strategy.

Depending on the environment, the adversary, experience, available time and any other amount of identifiable conditions will determine what weight is applied to each principle. We cannot achieve every principle perfectly every time. Sometimes we may have to sacrifice one to achieve another as a priority of circumstance. That means that careful consideration and analysis must be applied to each strategy and plan. The consideration itself will lead to a better plan than had it not been done at all.

Ultimately, having a set of principles that can help aid in planning and decision making helps you to create better outcomes.  The principles of war are one such set.

One of the most distinctive memories from my early days within the Army was one of my respected Sergeants suddenly and abruptly correcting one of my trainee peers.

My mate had mentioned the unmentionable…

We were discussing what we should do if we encounter an enemy that was larger or more dangerous than we had originally predicted, and someone mentioned the word ‘retreat’. The response from my sergeant was immediate, ‘Australians DO NOT retreat!’. He went on to explain that we might withdraw in the interest of finding a terrain that was more conducive and favourable for us, but we do not retreat.

This is a statement that has stuck with me since that time. It speaks of the importance of always moving forward and regaining the initiative. Of remaining focused and deliberate in everything we do. It accepts that at times we might have to take a step back, but this should only be done to regain our footing in which to be able to take more steps moving forward. Over the years this phrase has spread its utility into most aspects of my life such as:

The Importance of Strategy

But here is the catch, it is predisposed on an assumption that we know what direction we should be heading. What point is there moving forward if it is entirely the wrong direction?

This is why having a strategy is so incredibly important. A strategy is a framework which sanity tests our decisions in short time, in order to allow us to stay focused on heading in the right cardinal direction. I have seen so many people get this wrong at their detriment.

We need to ask ourselves does our strategy (personal or professional):

  • Detail what we are seeking to achieve (Mission)?
  • Explain what it looks like when we achieve it (Vision)?
  • Include a sequence of how we might actually transit there (Goals, pillars, objectives, measures of success)?
  • Contain an acknowledgement of what we are willing to invest (or give up) in order to achieve it (resource allocations)?

It is an area that is too often paid lip service, but it is this defining feature that separates good teams from the absolute best.

A strategy allows a team to make quicker decisions, allocate precious resources towards those efforts with the highest impact and effect, as well ignore those shiny distractions which enticingly seduce people off of the centre line of their success.

Stopping the rot

‘Moving forward’ all the time is extremely difficult. It requires consistency, dedication and focus. Traits that can be increasingly hard to come by these days.

Our world is full of ever-increasing distractions and information that act as ‘white noise’ to our concentration. This white noise can incrementally increase for some people to the point where it becomes debilitating to their decision-making abilities. Some teams can become so confused by the pressures associated with these distractions that they reactively overcompensate by creating more and more high priorities. Leaders become withdrawn as the idea of moving forward appears less and less tenable.

For these teams, a ‘circuit breaker’ is required. Something that can stop the spiralling confusion and provide some level of clarity. This often requires a combination of the following:

  1. Strong leaders & managers with clear roles and responsibilities. Kotter once described the distinction between Leadership and Management, explaining that leaders coordinate ‘change’ and managers coordinate ‘complexity’. I particularly like this description as it is a simple reference for teams to make in order to refocus and distribute their team’s efforts. It is a common observation that the teams that are drowning have not clearly identified the distinction in roles and responsibilities between key roles. Everyone is trying to do everything, and no one is doing it well.
  2. Objectivity. Sometimes people are so saturated in their problems that they cannot see the overall context. They are literally living minute by minute and the idea of popping their head about the parapet in order to refocus their direction is unimaginable. This is where objectivity is so key. A third set of eyes, from someone who is not so absorbed in the problem, can be invaluable in asking the right questions and assisting in resetting the focus.
  3. Horsepower. Some teams are under-resourced and under-supported – plain and simple. These teams have often been heading in the right direction but just do not have the horsepower or workforce to get their project over the line. They have been doing ‘more with less’ for so long that they have reached culmination, and they just need reinforcement. Jonathan Clark once said to me, ‘sometimes you don’t need more people standing around the hole telling you how to dig better, you just need them to jump in and help dig’.
  4. Prioritisation. It is common to see teams that have a massive list of ‘what to do’ they have forgotten to detail what they ‘do not need to do’. The list of what is not required is often more important than what need to do. It stops people being lured down the enticing trip falls we eluded to earlier…

Some of the readers might resonate with some of these observations. If you have, I would love to hear your comments, case studies, and ideas.

The Eighth Mile Consulting team has founded a reputation for helping teams navigate through this confusion. There is an amazing feeling of elation as a team steps over the line of success when things months prior looked dire and unachievable.

For those slugging their way through problems at this very time, remember:

  • We don’t retreat, we withdraw to more favourable conditions
  • We ensure the actions we are doing are working to an overarching strategy or design.
  • We don’t give up, but we do adapt our approach

 

 

Samantha Pickering and Peter Keith from The Eighth Mile Consulting discuss the science behind resilience.

 

There is a difference between positive stress and toxic stress. Long exposure to stress can have significant impacts on our health, but there is good news, we are in control of how we perceive our world. Problem-solving and coping skills are examples of positive stress that we can exercise for our benefit.

There are five areas within our control that can influence our ability to be resilient, which we explain further in this short presentation:

  1. Social Connections
  2. Attitude
  3. Values
  4. Emotional Acceptance
  5. Sense of Humor 

In this video, we also decode the four main chemicals that affect our behaviours and moods. Looking further into how the language we choose to use directs our bodies as to how to respond to a situation. This helps provide an understanding as to how we can make simple changes to create a positive impact in our own lives. Peter Keith coaches on shifting the subconscious speech patterns that are limiting our own experience.

Building our own ability to be resilient is often a precursor to leading our teams through times of uncertainty and managing ambiguity with decisiveness and clarity. The Eight Mile Consulting has developed an online leadership course, specifically for those ambitious leaders seeking to develop themselves professionally, to become greater leaders for their team.

For more helpful videos to help you grow your people and your organisation subscribe to our YouTube channel.

 

The Eighth Mile Consulting holds true to a mantra of Good People Helping Good People. For this very reason, we chose to run this webinar in support of Women in Leadership, aiming to provide guidance for some of the challenges that women face when seeking to promote themselves up the ladder of their chosen career. We believe in equality and inclusive workplaces. Here we interview Anita Cavanough and Allanna Kelsall, two distinguished women in their fields, for their advice and experience.

Creating equality for all

As a community, we need to work together to make diversity within our workplaces the rule, rather than the exception. Barack Obama’s speech at the Women Summit taught us what modern feminism can look and feel like. 

We can all contribute to this growth and continue the positive change that we are seeing. Standing up and challenging the status quo requires both tact and strategy. We discuss setting your stage for success and getting the balance right with our own unrelenting high-performance standards. Often this requires managing up, which is another topic we have covered in a previous webinar, that you can find here. 

Sometimes it is our own limiting beliefs and fears that hold us back, is the “coach and the critic” on your shoulder helping or hindering your leadership ambitions? The Eighth Mile Consulting has built an online course dedicated to providing assistance for those wanting to develop their leadership skills, enhance their opportunities for career progression and live to their own full potential. 

Is your organisation focused on supporting women in leadership? 

Important points to remember 

  1. Take risks and back yourself! 
  2. Speak up with your creative ideas. 
  3. Keep a highlight reel, noting all of your achievements and share it with your advocates. 
  4. Build alliances and promote each other, know your allies, these can come from both sides of the gender fence. 
  5. Be yourself, authenticity and lightness can go a long way. 

For more helpful videos to feed your mind and develop yourself professionally subscribe to our YouTube channel.

What goals do you have for yourself and your career?

How are you investing in your own professional development to achieve these goals?

Let us know in the comments below!

Sometime back I posted this on LinkedIn, on the topic of leadership.

 

In response to this post many responded with a popular John Wooden quote;

“Be more concerned with your character than your reputation, because your character is what you really are, while your reputation is merely what others think you are.”

I would like to pull this apart in a little detail because I feel for some it might add some significant value in their personal and professional growth.

Now I openly admit that John Wooden is a smarter guy than me, and he has raised an important point about the importance of one’s character as a significant precursor to developing a good reputation. In essence, Wooden is saying that by consistently adhering to strong personal values one can focus on the things that create a good reputation. To this end, you will get no objection from me, the maths adds up.

But there is something missing… Objectivity.

Defining Leadership

Forbes defines leadership in the following way:

“Leadership is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal. Notice key elements of this definition: Leadership stems from social influence, not authority or power. Leadership requires others, and that implies they don’t need to be “direct reports”.

I personally think that this is one of the most astute definitions of Leadership that I have read in a long time. It speaks of service to others, of influence, and a lack of reliance on formal structures and authorities.

Leadership effectiveness

So, if we agree that a Leader needs positive influence over others in order to be considered a leader then surely our reputation is an incredibly important indicator of how we are tracking. One could reasonably argue that our reputation is a social litmus test which gives us a reading on whether:

  1. Our communication is landing effectively with others
  2. People align with our values and intent
  3. Our teams want to work for, and with us
  4. We are adequately explaining the context behind our initiatives and proposed changes
  5. We are suitably prepared for progression into ever increasingly complex situations and problem-sets.

Objectivity

Now I will concede that people often develop reputations that are not aligned with their personal intent or values.

These people might have initially approached situations with a personal strategy that was misaligned with the organisation’s culture or strategy. On occasions, this has potentially resulted in people developing a poor reputation that is not accurate with their true character.

But looking at this objectively, I am sure we can all agree that their reputation, in this case, is still indicative of a problem, or breakdown, somewhere along the line. This problem might be due to:

  1. A breakdown in communication
  2. Joining an organisation that had a misalignment of values in the first place
  3. Making decisions that were not understood by others
  4. A lack of personal accountability

The specifics of our reputations might be factually incorrect, but the indication that something is wrong is 100% accurate. It is our job to find out what it is and fix it.

Influence

Personally, I believe I am fortunate to have worked alongside some of the most amazing and influential leaders in the world. Every one of these leaders held amazingly positive reputations – even when they had made decisions that others had professionally disagreed with, they were still respected.

People respected these leaders due to their consistency and authenticity, enough so, that others would give them benefit of the doubt and remain loyal and avid followers in pursuit of supporting a higher team purpose. These leaders were an incredibly valuable resource, particularly in environments characterised by uncertainty, confusion, and complexity. They were often dragged from one problem to the next, leaving a positive legacy wherever they went.

With this as context, this is what is meant by ‘your reputation is your real business card’.

It is also important to note that these leaders were very well represented in forums where they could not represent themselves. Simply put, they had people covering their backs and supporting their messaging, even when they were not being watched. This is the power of positive reputation and influence! People want to help your teams, even when you are not watching or listening to them.

Legacy

One of my personal life goals is to leave a positive legacy and be remembered for being a ‘good person’. I will measure this on the day of my death bed, with the people that surround and support me, and the stories of positive (or negative) legacy I leave behind.

My reputation is critical for me to measure my success as a leader in my family, my friends, and my teams. I cannot conveniently discount its importance or its messaging throughout the course of my life.

Closing

I personally believe that the best leaders are those that are committed in the pursuit of truth.

The truth about themselves, their performance, their teams, and their impacts.

As leaders, we cannot be so quick to discount the importance of one’s reputation. It is the universe’s way of telling you that something is right or wrong in the way you are delivering your messages and interacting with others. This is valuable information for those that are genuinely wishing to improve the way they lead others.

 

‘Rupture and Repair’ is a concept widely used in the fields of social work and community services. It has origins in attachment theory founded by John Bowlby (1958) and is well known in therapeutic disciplines such as psychology, psychiatry and contemporary trauma-informed practice disciplines such as neurobiology. It is also something I have adapted to my leadership practice with great benefit.

In simple terms, ‘Rupture and Repair’ is about relationships. Specifically, it’s is about a breach or disconnect in a relationship followed by the restoration and positive continuation of that relationship.

My experience with ‘Rupture and Repair’ primarily comes from my work with children and young people with trauma/abuse histories in ‘state’ care or what we would call ‘Out of Home Care’ or ‘Care Services’ in Victoria. As practitioners, we would practice this concept after a conflict with our clients and also coach the carers of the children/young people to do the same. This model’s healthy relationships and conflict resolution with children and young people that have been abused and betrayed by their loved ones and as a result have trouble forming secure attachments with people. After a time we have the potential to assist in their healing by utilising this type of approach as we are promoting that there are safe and appropriate people in the world.

This concept can apply extremely well professionally from a leadership perspective. Conflict is absolutely inevitable In the workplace but a leader reaching out and re-connecting with their employee after a conflict situation models emotional intelligence, self-awareness and care for the employees. Some research even shows that this can improve and strengthen relationships as people now know they have been through some adversity in their relationship with you and there is strength and durability in their connection (Pinsof, 2009).

 

Rupture

Recently I received an email from a staff member that works under one of the leaders I manage. This individual asked me what I was doing about a new government initiative I had been involved in as he felt it was making him look incompetent to external stakeholders when he was being asked about it continuously and didn’t have the information to give. The message was delivered bluntly and somewhat aggressively with not much ownership on this person’s part. In a moment of weakness, I matched the bluntness and lack of ownership and added in some ego so I replied in a defensive manner and shut him down. Maybe it was the 16-hour days, maybe it was the pressure I was under in another area, maybe it was the fact that I had been in the hospital the past couple of days with a family member undergoing surgery. Who knows, but one thing was for sure it was a leadership failure on my part and there really aren’t any excuses for that. I had created a rupture in the professional relationship.

My experience with the ‘Rupture and Repair’ concept taught me that as a leader it was up to me to have the self-awareness and humility to reach out and repair things, regardless of petty details.

Repair

The day went on and many meetings later I received a text message from this staff member telling me how he had been feeling down all day and the email reply I had sent really rocked his confidence. At first, I was annoyed as my ego and defensive mindset crept back in but then I stopped, took a deep breath and realised this guy was reaching out to me. I had made a mistake and needed to repair the rupture now.

This staff member is a hard worker; a silent achiever and his bluntness are authentic. Most importantly, he was right! I hadn’t deciphered the information from the government and communicated clearly to the teams as was my job as their leader. I allowed the confusion of the information to get the better of me and let this staff member down.

I called the staff member and promptly apologised to him. I spent no time making excuses and telling him about my family member’s surgery, or my workload or anything for that matter. I just genuinely apologised for my poor communication and my lack of ownership and advised him that he was right and I would get onto the task at hand and get some clear information to him and the team as a matter of priority. I brought him on board and asked him to support me in disseminating the information once I had clarified it as he was knowledgeable and a well-respected team member (I also wanted him to take some ownership).

We both ended that phone call feeling positive, connected and had a plan where we both were accountable to get the task completed. He advised how much better he felt that we had talked it out and let me know about some personal troubles he was having which gave me some insight into his original communications to me. I followed up with a text to him before the end of the day advising that I appreciate him, the skills he brings and am very glad we have him in the team. I genuinely believe we come away from that situation with a stronger professional relationship and were able to work together effectively on a complex task and support our teams together.

 

Learning

 

The above example is just one of many mistakes I have made as a leader but what the Eighth Mile team have taught me is that mistakes are an opportune time for reflection, review and improvement. A quick after-action review and some utilisation of my knowledge as a welfare practitioner allowed me to pick up this therapeutic concept and apply it to my leadership practice.

Next time you enter into some conflict and/or experience a rupture with someone at work, I challenge you to spend the extra ten minutes genuinely repairing things with that person regardless of who was at fault. I guarantee you both come away feeling better, you will build trust with the team and you may even see improvements in areas such as performance and productivity.

Mitchell Burney – Member of The Eighth Mile Community

 

References

Pinsof, W. M., Zinbarg, R. E., Lebow, J. L., Knobloch-Fedders, L. M.,

Durbin, E., Chambers, A., Latta, T., Karam, E., Goldsmith, J., & Friedman,

  1. (2009). Laying the foundation for progress research in family, couple,

and individual therapy: The development and psychometric features of

the initial systemic therapy inventory of change. Psychotherapy Research,

19(2), 143-156.

 

Bowlby, J. (1958). The nature of the childs tie to his mother. International Journal of Psychoanalysis, 39, 350-371