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

Banter!- The key to elite team performance?

People seem to talk endlessly about leadership in work places, society, and sport, but what about teams, surely it can’t all be down to leadership ….. Can it?

In the UK we are currently immersed in a general election campaign, where a bunch of power seeking “leaders’ are trying to convince us in a variety of ways, nefarious or otherwise, to vote for them and their team!
So it seems timely to look at some tricky issues around leadership and team work,
all blacks
Recent team performances like England and South Africa’s finals appearances in the rugby world cup, have got us talking about team work, what about Japans amazing run in the same competition, the crushing of the seemingly invincible All Blacks, a team that has been the epitome of team work in elite sport for the last 10 years, or what about the amazing USA women’s football team becoming back to back world champions during the summer, or England’s Cricket team, outside of sport what about the top teams in business, Google, Java and historically Ford Motor Company and Disney?
All these team have and are creating greatness in their own arenas and prompt us to think about whether its teams or leaders who make the magic happen?

There is always the argument that is the combined factors in the make up a team that make the magic happen, or the old adage of “teamwork makes the dream work”, but surely its leaders who set vision, build the team drive it forwards, celebrate with the team when they all succeed?

This supposes that the team just follow what the leader sets for them, the players are just tools of the leader to achieve their aim or goal?

Looking at rugby coaches for example they build teams that match their vision, during the game they sit in the box passing tactical insights to the players, moving the chess pieces on the board and then celebrate when it all works out!! But is it this simple? I would suggest that its more complicated than this, to be an elite performing team requires individual players in that team to forge their own paths, to become the best at their specialised area, to know everything about their co-workers, work out where their skills sit and to commit to making the team work, they may place trust in a leader to set a vision but they need to commit to that to enable it to become reality, they have to take individual feedback and team discussions on board and amend behaviours and attitudes accordingly.

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But a team needs to find its own identity and the ability to give crucial feedback to each other for the good of the team’s development  so that it can succeed at its task.

I’ve been involved in a number of teams throughout my career either as a participant, player or colleague, as a leader and observer and as coach and trainer, all pushing towards achieving goals, whether that was on expeditions, undertaking military missions, in sports teams and in training elite athletes. In all of these environments and team I have noticed a number of common elements that when in evidence alongside more traditional team behaviours have helped ensure that the high performing teams have met their goals or have created a professional winning atmosphere and mind-set.
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Some of these behaviours that I have witnessed in high performing teams, and personally enjoy in the teams I  work in are-
1. Comradeship –  A critical component in teams. It engenders trust, safety and support, the concept that you are in it for each other and you will “die” to protect the person next to you!
2. Banter– lots of good and generally appropriate banter (not bullying) in a team means that they are comfortable with each other, that they can keep the atmosphere light, though when it really matters they can focus when needed. A bit of gentle sledging of each other can also ensure humour in the work place, kindness and demonstrate that people can smile with each other, and at themselves.
3. Family – Teams that consider themselves a family ensure that they develop their own identity and values, ones that they hold themselves accountable for and to, they commit to tasks and each other, protecting and nurturing each other.
4. Fight for Cause– Having purpose bonds people and therefore the team together, it means that they can face testing circumstances knowing that they have a joint mission and end goal, and give it meaning and importance.
5. Leaders across pitch– having many leaders, not just the main one but others who might be experienced, senior people who exhibit leadership skills and values throughout a team or organisation can lead to a supportive team, who can pick up issues throughout the mission or work and keep people on track, and develop the weaker or more junior members.  They know what needs to be done, what good performance looks like, how to keep people focused and moving forwards.
6. Honest feedback– teams that have confidence in giving, and receiving honest feedback always strive to do better, sometimes it seems brutally delivered, but carefully selected honest feedback delivered in a strong way is highly effective. This isn’t rude or bullying, it can be fair, equitable and clearly given to improve performance or review mistakes. No one learns if the feedback is week, in content or delivery!

High performing teams need more than just a good leader or a loose approach to team work, they need a deeper bond, a connection, a focus, a reason to keep pursuing excellence. In modern workplaces teams need more than just a financial or transactional incentive to push further, making people part of a team, immersing them in the comradeship, giving them a goal and reason to come to work, supporting them through key leaders throughout the team, having honest conversations about performance, and keeping the environment fun and in good humour can lead to developing and maintaining the organisation or teams excellence.

If you want to find out more about teams that I think adopt and live by these behaviours look at the All Blacks (check out the book Legacy by James Kerr), or Google the Royal Marines “ Commando Spirt” mantra and Corps Values, these give great insight into organisational cultures of excellence.

military team

If you or any teams or individuals you know that might benefit from working on developing their own values and behaviours put them in touch with me and I’d love to help them work on developing their own high performance!

info@james-dyer.org