What Scares You?

Fear! even the word can strike a cold chill in most people!

We don’t like to think about the scary things, those things that shake our core and live in the dark recesses of our minds. Since prehistoric times, when our ancestors roamed the world we have recognized that some things scare us, some of these are real, and other are imagined.

For those early humans there were some very real things to be scared of, sabre tooth tigers prowled the land, huge cows call aurochs who could trample you to death, unknown plants that could poison you, any injury could be the end of you and if you couldn’t run fast then you might end up as dinner for something else!

But human imagination has also been a strong factor in developing fears, in fact these are probably the ones that have scared us as a species the most throughout our existence. We see these evidenced in early rock art, historic story telling, buried in religions and iconology and passed down the generations as allegorical tales to scare children or warn them about those possible dangers, who remembers the stories of monsters under the bed to ensure children stayed in bed, or stranger danger warnings?

We all have our fears, both real and imagined. Whether they are justified; heights for example or irrational like spiders (In the UK no spider can hurt you!! In other countries this might be a rational fear!!) fears are real for people and how we deal with them defines how we approach a range of situations.

We probably can all relate to that weird feeling in the pit of our stomach just before we arrive for that important interview, or first day at a new school or job? What do we do with it, do we allow ourselves to be crippled by it? Does it stop us pressing the intercom or pushing open the door?

Hopefully it doesnt, so what do we do to deal with it?

Some people might bury the feeling, climb over it or push it deep inside, others might do some deep breathing or focus on the task to allow them to overcome the feelings and push on. Most of us in this situation recognize that there is an opportunity ahead and are able to seize the fear and turn it to an advantage, a competitive edge , something that keeps us sharp and performing.

Physiologically we are talking about managing adrenaline and overriding our natural physical processes of our amygdala, the gland that gives us our fight, flight or freeze responses. I have talked in a previous blog about how the American climber Alex Honnald uses the fact that his amygdala works differently from most people and requires a higher level of stimulation (fear) to work, allowing him to undertake un-roped solo climbs of huge almost featureless rock walls, which for most people would be far to scary to even look at!

Understanding your fears seems to be the first step in understanding and overcoming them. Recognizing that some are real, and can actually kill us, and some are more imagined, and may not actually kill us, or the percentage chance of it happening are very slim. (statistics show us that falling out of bed is more dangerous that the chance of being attacked by a shark, but how many of us even think about the risk before we jump, roll or stagger out of bed in the morning!)

The greater our understanding the opportunity exists to confront them and own them. Samurai Warriors would meditate every day on all the ways that they might possibly die. By doing this they confronted their fear of dying, therefore making it easier to go into battle, knowing that they had imagined and worked through their deaths 100 different ways.

This is an extreme situation to confront and own your fears, but demonstrates that actually owning them is one method that we could all do.

Overcoming the fear isn’t the aim here, I think that we should never completely get rid of our fears, the job of our amygdala is to operate as the bodies control mechanisms for risk, its bio feedback, including fears is giving us clues to what is happening around us, consciously or unconsciously providing us with warnings. So working on confronting fears isn’t about removing or dismissing them, more about finding ways to filter them, allowing us to pick how we want to consciously control them for our own , more positive benefit.

Recognizing that job interview is scary, shows that you really want the job, that you are excited at the prospect of a new direction, so taking that deep breath, focusing and pressing that intercom, ensures that we can leap at the opportunity in front of that. We can essentially do the same for many fears, own them, accept them and find ways to use them positively.

One classically espoused method is to expose ourselves to fear, this allows us to find out how we feel physically, mentally and emotionally, so go climbing, spend time looking at spider pictures, maybe hold one, test your self. “Do something every day that scares you” is a often quoted saying, usually attributed to Eleanor Roosevelt, but actually said by Mary Schmich, but the intention is to promote the idea that challenging ourselves everyday prepares us for the bigger things that come our way in life, preparing the body and mind to react and manage situations, to take opportunities and to be resilient in times of hardship.

It looks to me that managing our fears seems to be about 6 things-

Recognizing that fear can be positive!

Fear is important- it lets us know about possible risks.

There is opportunity in fear.

Own our fears, recognize what they do to us, meditate on them to overcome them.

Expose ourselves to risk and fear can be positive.

Give time to our fears prepares us for the unexpected.

Jack of all Trades, Master of None- Is the polymath the future of Leadership?

“Jack of all trades, master of none” is an often heard phrase related to people have a broad understanding and ability in a lot of activities, but not a specialist in any.

It suggests that although a person can be good across a range of domains they cannot be a master of all of them.

Leadership can often be a place where you have to draw on all your knowledge and skills, making you feel like a “jack of all trades”. You need a broad breadth of knowledge and interests to draw on that enable the creation of the conditions for people to thrive, set the vision, understand people, and do the practical elements of actually leading people. These skills and attributes develop through your experience, training and development, influenced by your personal characteristic and approach to learning. But do you really master all of them?

Or is it even important to do so?

The ancient Greeks called those who mastered a great range of subjects “Polymaths”, people like Aristotle, who wrote extensively and expertly on subjects as diverse as astronomy, anatomy, geography, geology, physics, meteorology, and zoology.

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The term comes from two Greek words “Poly” meaning many, and “Mathma” meaning a unit of Knowledge.

 

Throughout history we have utilized the term to describe great people whose expertise stretches across many knowledge domains; Leonardo De Vinci (Math, Art, technology, invention), Alexander Von Humboldt (geographer, naturalist, explorer, philosophy, politics and science), Paul Robeson (acting, civil rights, athlete), Theodore Roosevelt (Hunter, explorer, politics, naturalist, statesman) and even Steve Jobs (technology, Business, media),

These people not only have a breadth of knowledge and interests, they also have developed a significant depth of knowledge about these subjects. Araki (2015, 2018) identified that Breadth and Depth are the two most identifiable elements of polymathic behaviour. But the key element that really stands the polymath out, is their ability to seamlessly integrate all their domains of expertise. Being able to transition between one and another, creating links in their knowledge and seeing easily how they can help each other in practice.

Already a lot of leadership training involves the development of skill across a range of domains, in the Military for instance it ranges from the practical, to historical, to geographical, strategic and application of skills, but does it lead to expertise or integration of these skills combined at a high level?

Would the encouragement of polymathic behaviours in future leaders benefit their ability to be more agile, gaining greater understanding of all their interests to a level where they are able to integrate the knowledge into better planning, decision making and development of those they lead. Think about a sports team leader, who understands strategy, or can see the pitch in the context of historical battles or past games, or who can relate easily to changes in society or individuals because their interests have been allowed to stretch and include counselling or psychology, politics and sociology?

It could be useful to develop a leader’s knowledge pool to include the arts and philosophy alongside traditional subjects, allowing them to follow their own interests, helping them to think more polymathic, integrating a broad, depth of knowledge into their practice and ensuring that future leaders can be imaginative and decisive.

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Bruce Lee was attributed to the quote “ Fear the man who has practiced 1 kick 1000 times, not the man who has practiced 1000 kicks, once!” which suggests it is better to become a master of one thing rather than mediocre at many. But why can’t we work hard at becoming a master of more than one? Practicing 1000 kicks, a thousand times? If we are interested and dedicated we can develop skill in many domains, as proved by De Vinci and many others, in fact Bruce Lee himself mastered a number of different martial arts while devising his own. Jeet Kune Do was his life’s work, but grew from his great knowledge and dedication of lots of practical martial arts, philosophy, techniques and influences, in fact it integrated his knowledge across many domains, using everything at his disposal to create something new, in the manner of a true polymath!

Historical figures can provide the inspiration for change, but over the centuries we have come to appreciate the artisan, just checkout the resurgence of artisan bakers, baristas and brewers, but is it now time to learn from the polymaths, to create a new style of a more responsive integrated leadership and learning?

Remember, Aristotle taught Alexander the Great, teaching him across a range of domains of knowledge, encouraging polymathic behaviour in him, allowing him to see the connections between subjects and integrating them in his thinking….and look what he managed!

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References:

Araki, M. E. (2018). Polymathy: A new outlook. Journal of Genius and Eminence, 3(1), 66-82

Araki, M. E. (2015). Polymathic leadership: Theoretical foundation and construct development. (Master’s thesis), Pontifícia Universidade Católica, Rio de Janeiro, Brazil