Harnessing a Steadfast Internal Drive for Leadership Success
TL;DR: Managing the inertia that often prevents change, particularly in leadership roles, requires fortitude and the facilitation of applied critical thinking practices.
Recently, I stumbled upon the quote: "It’s only failure if you stop trying, otherwise, it’s an experiment." This echoes a sentiment often attributed to Einstein: “You never fail until you stop trying.” But beyond these words, it struck a chord with me, resonating deeply with one of the core principles we discuss in "Big Things F@$t" – managing the inertia that often challenges change, particularly in leadership roles.
In "Big Things F@$t," we emphasize that the effective management of inertia in change management requires three key elements: a steadfast internal drive, a coalition of the willing, and a capability-building component. Let's delve into the first of these — a steadfast internal drive — focusing on Fortitude and Facilitation.
Fortitude
A steadfast internal drive is more than mere determination; it's a fundamental belief in the urgency and rationality of the change that you're championing.
This conviction must originate within you, especially as a new manager or team leader. It's about making a personal, unwavering commitment to develop the mental fortitude necessary to bring about change. This journey of self-improvement and leadership development isn't a one-time event; it’s a continuous, evolving process.
So how do we stack the cards in our favor?
Red Teaming Principles
In our book, we draw insights from sources like the "Red Team Handbook," which underscores the human tendency to gravitate towards behavioral and thought patterns that minimize effort.
To overcome this and foster resilience, you must be willing to introspectively examine your actions, challenge your methods, and remain open to more effective ways of leading, particularly in collaborative environments.
Easier said than done.
In our experiences, “collaboration” is often used to disguise “consensus” which, as Marcus and I have repeatedly argued, is essentially diluting performance to the lowest common denominator.
To overcome, you must actively deconstruct the barriers, and facilitate exercises that encourage value-added collaboration while concurrently resisting the temptation to arrive at consensus.
Red teaming is the way.
Facilitation
Applied Red Teaming Exercises
Red Teaming exercises, as described in the "Red Team Handbook", involve a variety of tools, techniques, and practices designed to address complex, uncertain, and ambiguous situations. These exercises demand flexibility, adaptability, and a deep understanding of the context and culture of each unique challenge.
Here are some specific practices and approaches that can be effective in Red Teaming exercises:
Engaging as Architects: Red Teamers approach each situation as architects, drawing from a wide range of skills and tools to design and craft custom solutions. This involves diagnosing problems and designing, and testing solutions while adapting to the volatility and complexity of each event.
Sequential Tool Use: Red Teaming tools are typically used in sequence with each other to support a decision-making process. These tools often support Applied Critical Thinking (ACT) and Groupthink Mitigation (GTM). The selection, sequencing, and application of these tools are crucial and should be adapted to fit the context and time available for the situation.
Ideal Group Process: Adopted from Russo and Schoemaker's "Winning Decisions", this process provides a framework for group divergent and convergent thinking, using ACT and GTM tools. It takes the group from divergent thought through analysis, debate, discussion, and then convergent thought, applying a continuous feedback loop of ACT and GTM tools.
Practices for Working with a Group:
Assign roles such as a Contrarian or Devil’s Advocate to challenge the group’s thinking, a recorder to take notes, a visualizer for diagrams and models, and Subject Matter Experts for analytical support.
Build a structured outline or framework to guide the group’s process, using tools like a Design Storyboard.
Allow the group to define their own rules for collaboration and feedback, fostering transparency and honest interaction.
Encourage open-mindedness and withhold judgment during divergent phases to allow new ideas to emerge.
These practices emphasize the importance of diversity in thought, structured decision-making processes, and the application of critical thinking tools to challenge assumptions and encourage innovative solutions.
Call to Action
As you reflect on these ideas, consider how you can integrate these principles into your leadership challenges. Are there aspects of your leadership style that could benefit from amplifying your internal drive or more focused capability development?
Take a moment to identify one area where you can apply this concept starting today and contact Marcus directly at Effective Direction for expert counsel on how to activate.
Remember, the journey to effective leadership is about consistently nurturing your internal drive and embracing continuous learning. Your steadfast commitment is the catalyst that transforms challenges into opportunities for growth and innovation.
