Do you see yourself as a leader?
Neither a follower nor a leader be.
PROMPT: Leader
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Tag Archives: Leadership
FIVE WISE LINES [November 2024]
Inspiration enters at the border between hard work and laziness.
Lu juren in “Poets’ jade splinters” [Trans. by Barnstone and Ping in The ART Of Writing]
I will not own anything that will one day be a valuable antique.
Miyamoto musashi in “My way of walking alone” [Dokkōdō] (Trans. by Teruo machida)
A house full of gold and jade can’t be guarded.
Laozi in the DAo De jing [Ch. 9]
Writing is a struggle between presence and absence.
Lu ji in The ART of Writing [Trans. by Barnstone and ping]
The best leaders remain unknown; the next best are praised; the next best are feared, and the worst are mocked.
Laozi in dAo de Jing [Ch.17]
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PROMPT: Leader / Follower
Are you a leader or a follower?
That’s a tough one because I think most people who would describe themselves as followers have failed to write their story boldly enough. Yet, the majority of people who describe themselves as leaders are more full of hot-air than of the capacity to inspire others to action.
I’d say, overall, I’m neither a good follower nor a good leader, but in varied contexts – as necessary – I can pull off either.
I think it might just be a false dichotomy.
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PROMPT: Good Leader
What makes a good leader?
I don’t think I know, not really. But I don’t feel bad because I don’t think a lot of people who consider themselves experts do either. For example, one of the biggest cons in academia is that professors in business schools often get paid much more than their science and humanities counterparts on the presumption that they would go run businesses if they weren’t paid a higher salary than the others. Most of them would not. The idea that a thorough theoretical knowledge of the world of commerce and the operations of a corporation would translate into all the X-factors needed to head a company (e.g. charisma, risk-acceptance profile, creativity, and an internal emotional landscape that borders on [or is outright] psychopathic) seems laughable. If that’s the way the world worked a quartet of music professors would be outselling the Beatles and the ranks of Olympic gold medalists would be swollen with Kinesiology PhDs.
NOTE: I should explain the “psychopathy” crack. Many of us have quite enough angst from making decisions that seem to have the potential to ruin our own lives. Some can take a little more angst and are ok making decisions that might mess up not only their own lives, but also those of their children. It takes a special kind of reptilian-like nature (beneath the appearance of charm and polished interpersonal skills) to regularly make decisions that can screw up the lives of complete strangers by the hundreds or thousands.
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PROMPT: Leader
Do you see yourself as a leader?
That’s a strange question, at it seems to be one of the few traits for which one’s self assessment is meaningless. i.e. if one sees oneself as a leader, but no one will follow one… “Teacher” is similar. One may see oneself as a teacher and might even have all manner of certifications and credentials, but if no one wants to learn from one, it’s not clear that it’s a meaningful title.
That said, I don’t see myself as a leader… but I’m even less of a follower.
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BOOK REVIEW: A Stranger Truth by Ashok Alexander
A Stranger Truth: Lessons in Love, Leadership and Courage from India’s Sex Workers by Ashok Alexander
My rating: 5 of 5 stars
In 2003, Ashok Alexander left a prestigious job at the advisory firm McKinsey and Company to head up the Gates Foundation’s HIV/AIDS prevention program for India. He had no experience in public health and faced an HIV prevention challenge on a scale and of a nature that hadn’t been seen before. This book describes his experiences — and sometimes those of others in Avahan (the Indian HIV Prevention program.) However, the emphasis isn’t on patting himself and his team on the back so much as pointing out the lessons they learned from the high-risk populations they served – mostly sex workers, but also their clientele, as well as intravenous drug users.
The nineteen chapters of this book are arranged into two parts. The first part (Ch. 1 thru 11) explores Alexander’s travels around the country to meet with various high-risk groups and learn about their needs. The second part (Ch. 12 thru 19) takes a deeper dive into the building of Mysore’s program, Ashodaya, which became a global educator on HIV prevention.
Part one offers insight into bits of India that most of us never see. When I mentioned that the problem in India wasn’t just it’s large size, but also the peculiar nature of the environment, that can be seen throughout these chapters. What do I mean by the peculiar nature? In India, not only is prostitution rarely practiced in brothels, but sex workers are largely indistinguishable from the general population. The biggest portion of the group is women in saris who look like much of the female population. Also, the societal stigma is great, which creates all the more incentive to not let your work be known. For these reasons, just finding the at-risk population was challenging, they were dispersed and hid in plain sight. There were also problems of thinking that ranged from politicians who wouldn’t admit there was potential for massive HIV / AIDS in India because they insisted that Indians don’t engage in any of the “immoral” acts seen elsewhere in the world, to johns who honestly believed that drizzling lime juice on one’s manhood would prevent infections.
Among the most intriguing chapters in part one are those that reveal the issues with long-haul truckers (the single biggest demand-side high-risk population), intravenous drug-users in the golden-triangle adjacent states of the Northeast (i.e. Manipur and Nagaland,) and one that explained the unique cultural traditions of the transgender populations in India. There’s also a chapter (Ch. 6) that discusses the leadership traits that were found among the sex workers.
Part II, which dealt with the Mysore program, also had its fascinating elements. Two of the chapters discussed the life stories of two particular sex workers (one female and the other male) who worked in the Ashodaya program. There was also a chapter that dealt with the discussion of violence. That might seem like a diversion, but apparently violence and lack of prophylaxis go hand-in-hand, and had to be dealt with together.
The book has an Appendix of general information on HIV / AIDS and its occurrence in India. Other than that, a few maps and annotations are the extent of the ancillary matter.
I found this book fascinating — if heartbreaking in places. As someone who’s lived in India for over six years, there was a great deal of insight offered into segments of the population of which I had little awareness. Even learning about the trucking industry (divorced from the sex work / HIV angle) was intriguing. I’d highly recommend this book if one is interested in the topics of: leadership, public health, or the unseen side of India. The author uses a narrative approach throughout to great effect.
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BOOK REVIEW: Missing Link Discovered by P. Marer, Z. Buzady, and Z. Vecsey
Missing Link Discovered: Planting Csikszentmihalyi’s Flow Theory into Management and Leadership Practice by using FLIGBY, the official Flow-Leadership Game by Paul Marer
My rating: 4 of 5 stars
So, you’re a leader and you’ve experienced Flow. Self-criticism vanished. Time fell away. The task was challenging, but the performance felt effortless. Your attention was rapt, and any craving for distractions disappeared. Maybe you even had a spate of creativity. You come away feeling great. Clarity reigns. Maybe you found Flow at work, but maybe it was skiing, golfing, or composing haiku. Either way, after thinking about how to repeat the feat, your next thought is, “What could my business [or organization] achieve if my people were in this state of mind for even a fraction of each day?” Increased productivity? Decreased healthcare costs and / or disruptions from sick days? Maybe, you’d see fewer complaints between stressed co-workers, or coming from customers? Regardless, you know that Flow is elusive and fickle. It may seem that the harder you seek it, the less success you have. You pick up a couple of books on finding Flow—maybe you watch some TedTalks on YouTube–and they provide helpful tips for finding the state for yourself, but most don’t have much to say on facilitating Flow for others.
That’s where FLIGBY comes in, and “Missing Link Discovered” is a companion to FLIGBY. [Note- “FLIGBY” is short for “FLow is Good Business for You,” which ties it into the work of positive psychologist Mihaly Csikszentmihalyi who both coined the term “Flow” and wrote a book entitled “Good Business” about both achieving Flow in the workplace and how some businesses succeed in the simultaneous pursuit of profit and virtue. Csikszentmihalyi was actively involved in the development of the FLIGBY game. The “missing link” referenced in the title is between leadership and Flow.] FLIGBY is an educational video game in which the player assumes the role of General Manager (GM) of a winery. The last GM was a hard-driving pursuer of profit who left the winery’s mission and values in a muddle and its employees stressed out and at each other’s throats. The player makes about 150 decisions over the course of the 23 scenes that map to a timeline of one’s first half a year as GM. While the player still has to consider the usual business objectives–such as profitability–to succeed one also has to help one’s employees find Flow. The game is used by both by professors of business education courses (e.g. in MBA programs) and by corporate trainers.
As this is a review of the book and not the FLIGBY game, I won’t talk too much more about it beyond this paragraph. However, I did have an opportunity to play the game and found it to be both educational and engrossing. The scenes are live-action, and the cast did a great job of creating the emotional tension necessary to make one feel a stake in the decisions. There’s a narrative arc that unfolds over the course of the game, and so it appeals to the way our brains best take in information. Of course, the game also pays attention to those factors that facilitate Flow, such as offering immediate feedback and an increasing challenge such that the difficulty rises with one’s skill.
I’ll now clarify what I mean by the book being “a companion” to the FLIGBY game. It’s not a game manual. [i.e. The nuts and bolts of how to navigate the game as well as general background information are provided within the game itself as well as through a series of digital appendices—a list of which is included in the book.] Rather, “Missing Link Discovered” is intended to bring readers up to speed in three areas relevant to the FLIGBY game. These areas are delineated by the book’s three parts. Part I (Ch. 1 – 3) introduces Flow and explains how its pursuit fits into the larger scheme of leadership responsibilities. It begins with an introduction to Flow and Csikszentmihalyi’s research, then links Flow and leadership, and—finally–describes the set of leadership skills used in the game.
The second part (Ch. 4 – 8) introduces the game, situates it in the context of serious games (those for which entertainment is a secondary concern), and discusses the topic of feedback in great detail (Note: feedback is a crucial issue because delayed or inadequate feedback is one of the major reasons that people have trouble achieving Flow–particularly in a workplace setting.) The last chapter in this section is a collection of captioned photos that charts the development of the game from the first meeting with Professor Csikszentmihalyi to the game’s use for both instruction and research.
While the first two parts of the book are relevant to all players, the last part is aimed at Professors, corporate trainers, and researchers. It consists of two chapters. Chapter 9 discusses such issues as where in an individual’s education or training the game should be situated, and how it should be presented. The last chapter (Ch. 10) is a bit different in that it opens up a discussion about the research potential offered by FLIGBY. Given the game’s widespread use in both academia and the corporate world, a great deal of data is collected that can be used anonymously by researchers to study interesting research questions (e.g. how players in differing demographics or job positions make decisions.)
The book offers a number of ancillary features that increase its usability and clarity. The first of these features are two single-page summaries that introduce readers to Flow and FLIGBY, respectively. Besides the aforementioned photo chapter, the book has many diagrams and other graphics to clarify concepts addressed in the text. The book is footnoted throughout, and provides a glossary of key terms. It should also be noted that there is an introduction by Professor Csikszentmihalyi in which he describes his involvement in the project and presents his thoughts on the value of FLIGBY.
I recommend this book, particularly for those who will be playing FLIGBY or who are in the process of determining whether FLIGBY is right for one’s students or employees. From corporate programs in mindfulness to interest in Flow-based leadership, all signs point to a workplace revolution in which there is a long overdue convergence of incentives and objectives between employees and employers. It’s been a long road from Henry Ford’s plan to make sure all employees could afford the cars the company made to the explosion of Google’s “Search Inside Yourself” program and others like it, but this revolution is picking up steam and if you’re unaware, you might want to look into it.
Tiger Riding for Beginners 