Leadership Metaphors
Existence
When learning leadership metaphors existence is the first. This leadership metaphor is rooted in the history of your organization.
Each leadership metaphor represents one of the Action Wheel dimensions of leadership as developed in Dr. Robert Terry's book Authentic Leadership: Courage In Action.
Action Wheel Dimension: Existence
Leadership Metaphor: Life Is A Gift
Isabel Briggs Myers called her book on personality types, Gifts Differing. A number of us, however, build our world view on the idea that not only are our traits gifts but that life itself is a gift. Just what is a gift? Lewis Hyde in
The Gift: Creativity and the Artist in the Modern World describes it as “a thing we do not get by our own efforts. We cannot buy it; we cannot acquire it through an act of will. It is bestowed upon us. Thus, we rightly speak of ‘talent’ as a ‘gift,’ for although a talent can be perfected through an effort of the will, no effort in the world can cause its initial appearance. Mozart, composing on the harpsichord at the age
of four, had a gift.” The gift metaphor is pervasive in religious traditions.
When we use the gift metaphor, we link life to existence and make
existence a gift also. Existence is that from which human action
moves. Existence is stubborn; it is pre-resource. By viewing existence as a gift, the “thatness” of existence is transformed. What is taken in, received, appropriated, enjoyed, and relished becomes internal rather than external to our lives. That which has been alien is now friendly; that which is strange, now familiar. Thus, "gift" as a leadership metaphor causes us to look at the givenness of life from a mode of cherished affirmation.
The challenge in the Leadership Metaphors Existence Dimension is to know the history of the organization, what it means, how to celebrate it and how to pass it on. It requires willingness to address the truth, both good and bad, of that history. This Dimension defines, focuses and engages everyone in the purpose of the organization. Values are identified, preserved, embodied and passed on to guide the organization toward its purpose.
Leadership Metaphors Existence Core Ideas:
The past (Existence) is the necessary foundation to all the other Dimensions of the Action Wheel. The issues of the past impact the present and the future. Bob Terry taught that some points of discussion when exploring Existence within your organizational life might include:
- The meaning of life was essentially established at creation.
- This meaning is discovered by close attention to the realities of history, as we can best know it.
- The long history of belief and the traditions that are based
on this history must be respected.
- Tradition, history and community form the ground for all
that is of real value.
- It is important to be in line with (at one with, in touch with, a servant to) the essential nature of creation. However
difficult that may be, that is the purpose of life.
- Decisions are best made if grounded in the traditions, the
history of teachings and the wisdom of the greater
community.
- As a gift that is “good” for us (not always pleasant, but
constructed for our own betterment) life should be
celebrated.
There is an immutable “giveness” to life. It is what it is. - No one person, standing alone, can know the ultimate richness
of life or plumb its depths.
Leadership Metaphors Existence: Building on the Past
- The past launches our actions.
- The past limits our actions.
- The past provides stability for engagement.
- The past locks us into the status quo and arrests our engagement.
- Preserve the part of the past we consider worthy of taking into the future.
- Acknowledge and own the part of the past that we would rather deny and escape.
Leadership Metaphors Existence: Gifts of the Past
The challenge of ignoring or adapting to the past is constant and persistent. There are situations when we want to preserve and build on the past. Other situations require us to face a past that should not be preserved. Denial and avoidance are a
constant danger in this dimension. The past is a gift. Sometimes we are excited and delight in the gift. Sometimes we hate the gift and want to toss it away. In either case, the gift is given and we are challenged to receive it, understand it and embrace it.
Stewards of the Past
Stepping into the future, we remain stewards of the past. We carry history forward. Our interpretation of the past has clear implications for the future. The past is a never-ending process:
- Always open to reinterpretation and rewriting
- Alive and open, not dead and closed
- A foundation for long-term authentic action
- Provides the fundamental character for all that follows
Preserving the Past
What things do you have that link you to the past in ways that motivate, guide and propel your actions in the future? These symbols are significant, laden with meaning, invoke memories and can launch you into the future with greater wisdom and insight.
Parts of the past are solidified, revered, represented, and documented in many ways.
Organizations must pay attention to the ways the members preserve remnants of their past. These representations are a concrete reference point to the past and germinate into
the future. Some examples include: icons, ceremonies, symbols, sacred memories, sacred texts, documents, rituals, routines, remembrances, ceremonies, costumes, flags, performances, etc.
Core Values
Core values are tied to the organization. Core values are:
- The ideals that give life to the organization.
- The beliefs and principles necessary to sustain the work of the organization
- The definition of meaning for the organization
- The identity that creates a secure foundation
- The foundation for the organization’s purpose, mission, vision, and goals
- The strength within the organization to provide meaning in chaos
- Direction for future action
- The basis for achieving success
Organizational Purpose and Identity
Organizational purpose and Identity can be defined using Jim Collins’ Hedgehog concept (2001). Collins found that it took an average of 4 years for most companies to clearly define their Hedgehog. The three questions that make up the concept are:
- What are we passionate about?
- What can we be the best in the world at?
- What is our economic engine? Or in other words, what simple powerful financial measure tells us that we are reaching our first two questions?
Resources for the Leadership Metaphors Existence Dimension
Good to Great: Why Some Companies Make the Leap... and Others Don't Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner.
Built to Last: Successful Habits of Visionary Companies Built to Last became an instant business classic. The authors set out to determine what's special about "visionary" companies--the Disneys, Wal-Marts, and Mercks, companies at the very top of their game that have demonstrated longevity and great brand image. The authors compare 18 "visionary" picks to a control group of "successful-but-second-rank" companies. Thus Disney is compared to Columbia Pictures, Ford to GM, and so on. A line of demarcation between a wild success like 3M and an also-ran like Norton, is flexibility. 3M had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were not afraid to "try a lot of stuff and keep what works."
The Discipline of Market Leaders: Choose Your Customers, Narrow Your Focus, Dominate Your Market
A conceptual model for companies to attain and sustain market leadership. The plan is simple: put unmatched value (best product, best total solution, or best total cost) in the marketplace while meeting threshold standards in other dimensions of value. Making the improvement of the chosen value to customers the focus of the entire company will result in corresponding shareholder value. The authors follow up their theory with practical guidelines for constructing an appropriate operational model, and offer many examples using well-known companies.
The Nordstrom Way to Customer Service Excellence: A Handbook For Implementing Great Service in Your Organization
First published in 1995, The Nordstrom Way is a classic guide to great customer service. This new book replaces The Nordstrom Way with an even more practical guide to becoming the “Nordstrom” of your industry. Designed for customer service managers and trainers, as well as business owners, it’s an invaluable resource for designing your own programs and initiatives. The authors not only explain the principles of the world’s best customer service company, they also show you how to implement them in your own organization. The Nordstrom Way to Customer Service Excellence will help your business make customers its number one concern, and help make your business number one in your industry.
Leadership Downloads and Books by Bob Terry
The Leadership Series for Successful Living
Related Links:
Leadership Metaphors
Leadership Metaphors: Resources
Leadership Metaphors: Structure
Leadership Metaphors: Power
Leadership Metaphors: Mission
Leadership Metaphors: Meaning
From Leadership Metaphors Existence to
Action Wheel Leadership Home Page
|
