Adaptive Leadership and the Need for Reflection

A few weeks ago Australia acquired a new Prime Minister.

This was an extraordinary and unusual event for a first term government to depose an existing leader and elect a new one. The consistent reasons reported for this change of leader were the themes of a breakdown and a lack of confidence in leadership. The failure in leadership was not about any paucity of intelligence, or a deficiency in qualifications, or any immoral intentions, or an insufficient understanding of the challenges that needed to be dealt with. What was in limited supply were skills such as the ability to consult and listen; the willingness to seek and value broadly based experienced counsel; the capability to delegate and trust others; the aptitude to build a high performing team and the facility to create enough consensus to ensure that others were taken on a journey of change. There was no evidence of any reflective processes or incorporation of feedback mechanisms.

I have been reflecting that one of our often innate and immediate leadership responses in a time of crisis or uncertainty or chaos is to try to concentrate power rather than devolve it. This is because our natural human response is to try to control and command the situation when we are dealing with complexity, a high degree of uncertainty and challenging environments. What we should be doing instead is having high visibility, devolving issues to the experts in our team and making ourselves the ‘glue’ that holds it all together that allows the best choices and decisions to be made.

We can all learn from Kevin Rudd’s experiences and consider how we could become better leaders and what is that we need to personally do to develop and hone our leading skills. Wise leadership requires we expand our abilities to:

• act with courage,

• create, develop and use a team that is high performing that plays to individual strengths,

• strengthen our individual character based skills – integrity, positive influencing, communication abilities, wisdom capacity

• increase our communication abilities, and

• improve our processes of listening, reviewing, modifying, valuing feedback and executing.

When times are tough, the issues complex and the pressure feels relentless, it is important that we pay deep attention and part of this requires that we give ourselves time to reflect. One of the recurring themes that are highlighted about Kevin Rudd’s leadership was that he slept very little and didn’t have any personal space or time to consider the broader implications of what was unfolding.

Recently I did a course which examined key concepts held by the ancient Greek philosophers (including Socrates, Plato and other different schools of thought). One of the most interesting insights I had was no matter what the philosophical underpinnings, the ancients emphasized that to create and foster wisdom requires daily ‘spiritual’ exercises that build fitness.

The ancients saw that as fitness and daily exercises were required for the physical, they were also required for the ‘spiritual’. Spiritual exercises were not based in a religion or an ideology but were practices of reflecting, meditating, contemplating individual life impermanence, reading of texts, writing and engaging in robust discourse. All of this with the aim to facilitate the individual to interrogate reality, where appropriate challenge the status quo, question their own and group beliefs, thinking and motivations and act with wisdom.

The Ancient Greek view of spirituality was that individuals must embrace their own humanity so that they could be the most fully human, alive, aware, and wise, living in harmony with others to their fullest capability.

One of the best passages on the rationale for daily spiritual exercises quoted in book “Philosophy as a Way of Life” came from George Friedmann, who in 1942 wrote: “Take flight each day! At least for a moment, however brief, as long as it is intense. Every day a ‘spiritual exercise’, alone or in the company of a man who wishes to better himself….Leave ordinary time behind.

Make an effort to rid yourself of your own passions…. Become eternal by surpassing yourself. This inner effort is necessary, this ambition, just. Many are those who are entirely absorbed in militant politics, in the preparation for the social revolution. Rare, very rare, are those who, in order to prepare for the revolution, wish to become worthy of it’.

Here is a list of potential activities that can be used to create and build your menu of exercises to provide a means to reflect and assist our personal leadership journeys:

• Writing, journaling

• Relaxation, meditation and breath exercises

• Imaginative and mindfulness exercises

• Music – listening, chanting, playing instruments, singing

• Story making/telling

• Nature – connecting to nature through solitude, walking, reverence and living/being in nature • Painting, drawing, collage, image making – giving an opportunity for subconscious images to come forth

• Art making in any medium or any form that we are drawn to

• Poetry – reading, writing, reciting

• Dream work – activating and working with dream images and stories

• Sacred/Ancient texts – working with them in a deeply in ways outlined in this letter

• Movement of the body – yoga, dance, walking or any physical exercise which facilitates and allows you to feel an expansion of connection

• Intentions, Prayer and Blessings – not a necessarily a religious view of prayer, but one that suits you i.e. labyrinth walking, personal ritual, showing gratitude and creating intentions In my view adaptive and wise leadership requires a daily willingness and ability to broaden and deepen inner capacity and capability.

Such capacity and capability (foundation or platform building) allows and facilitates wise holding (internally and externally) of conflict, confusion, uncertainty, fear, opposing views/ideologies/forces, chaos and complexity so that the wisest path can be navigated which will allow the best resolution or an elegant solution to be created. The benefit for such discipline and attention accrues to us as individuals as well as our organizations.

Lindley Edwards July 2010

About the author: Lindley Edwards is the Group Managing Director of AFG Venture Group (www.afgventuregroup.com) and its various subsidiaries. The Group undertakes corporate advisory work which involves merger, acquisition, divestments, strategic consulting, fund raising and licensing for its client base of public and private companies based in Australia and in Asia. AFG Venture Group has a full or representative office in nearly every Asean country. In addition AFG Venture Group also has a joint venture with Gemini Carbon, the UK carbon trading company.

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