Counter Intuitive Leadership 2021

 

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COUNTER INTUITIVE LEADERSHIP IN POLITICS, INSTITUTIONS AND ORGANISATIONS. THE CASE FOR LEADERS WHO ARE FULLY MATURE, CHARACTER-LED, PARTICIPATIVE, AND HAVE AN ACCENT ON BUILDING BRIDGES AND RELATIONSHIPS.

 

 

 

LEADERSHIP KEEPS CHANGING

 

Leadership theories, models, styles and fads change often – sometimes radically. The following theories emerged in the last century or so and provided a wide range of lenses to examine the study and practice of leadership.

 

• Great Man theories: mid-19th century

• Trait theories: 1930–1940s

• Behavioural theories: 1940s–1950s

• Contingency theories: 1960s onwards

• Transactional/transformational leadership: 1970s onwards

• Implicit leadership theories: 1970s onwards

• Charismatic leadership: 1980s

• Contemporary theories (which included values-based leadership, authentic leadership, servant leadership, spiritual or ‘conscious’ leadership, positive leadership, dispersed or distributed leadership, adaptive leadership, agile and resilient leadership, mindful leadership from the inside-out). 

 

We saw shifts from command, coercion and control, to an accent on influence and persuasion. An increasing focus on environmental sustainability, social responsibility, good corporate governance and ethics, engaging employees via principles and purpose, meaning and values, and harnessing of the power of diverse ‘work-forces’. Most recently the call has arisen for digitally savvy leaders who are adept at managing remote workforces.

 

 

 

COVID -19 HAS USHERED IN NEW DRAMATIC CHANGES TO AN ALREADY FAST-CHANGING WORLD 

 

We have witnessed a political and societal trend towards a widespread polarisation and separation of groups and individuals (for example, identity politics characterised by extreme, aggressive argument and assertions, and an intent to dominate) and ‘we-first’/ ‘me-first’ and ‘we only’/ ‘me only’ positioning accompanied by fake news and false stories, cleverly spread. 

The Covid-19 pandemic has and will continue to impact on relationships at all levels. One manifestation has been how those in power exercise their authority to further their own interests at the expense of others. Another is the short and long term disorientation, dysphoria, uncertainty and fear introduced by insensitive communication and inept governance.

All in all, we are likely to witness further dramatic declines in civility, respect and trust. And we need to re-imagine participative democracy at all levels of governance in institutions and organisations.

 

A shift from distancing to compassionate connection calls for the utilization of bridging story (stories that build bridges not walls) at all levels. 

The coronavirus pandemic has reinforced the need for bridging stories in fast polarizing societies. As- yet- unknown impacts on the nature of humanity and our well-being may be drastic, and increasingly severe in the longer term. Whatever the public health intent and efficacy of lockdown curfews, quarantining, social distancing, the compulsory wearing of masks and coercion to be vaccinated to prevent the spread of the coronavirus - adverse and unintended separation-effects will result. To a greater or lesser degree these will include:

 

• The new (ab)normal of (un)social distancing is teaching people to see each other as carriers of life-threatening disease, threatening strangers to be feared and avoided . Distrust, alienation and a tendency to detach clearly have the potential to work against a sense of ‘we are in this together’, connection and compassion for the other, and against warm relationships in general. 

 

• Masks distort verbal communication (clarity, volume, tone, pitch) and hide facial expression. ‘Face-to-face’ communication becomes less effective than using Zoom or telephone.   

 

• Resentment by certain members of the population due to their loss of freedom of choice (mask-wearing, vaccination, mobility and other measures) whether real or perceived. This may result in friction with those who feel differently. Such polarization may be exacerbated by the way in which governments impose regulations – for example, thoughtless command and control and enforcement without proper education campaigns nor the display of psychological sensitivity 

 

• Effective management of the spread of the virus, ensuring availability of medical facilities and equipment, nurturing the economy and social fabric, and taking care of the all-too-often neglected psychological impacts (uncertainty, anxiety, loneliness, dysphoria, fatigue, stress, confusion, numbness) and paying ttention to the likely consequences on well-being (physical, social, emotional and spiritual) – calls for caring and savvy governance. Savvy governance in turn demands a holistic, inter-disciplinary, common-interest, systemic-knowing approach and citizen-participation. Participatory governance in turn requires positive bridging between medical, political, economic, legal, social, psychological, actuarial, epidemiological and other players in the wider community

 

(The principles and process of bridging story sharing (a project I am working on with close colleagues for a World Scientific Publishers encyclopedia to be released in 2021) will assist in some way to addressing these enormous challenges to our very humanity). 

WHY DO DEMOCRACIES FAIL AND NATIONS DECLINE?

 

Cicero’s statesmanlike analyses and reflections led him to conclude that the Roman Republic’s decline was the result of a decline of morality and ethics, beginning with leadership. Extravagant spending, a lust for wealth, abuses of power by corrupt officials at all levels of government, as self-interest overrode public interest, and individual rights were trampled upon - fuelled the moral decline. Tinkering (too little too late) happened instead of the radical transformation that was needed.  

French historian Alexis de Tocqueville’s 19th century assessment of democracy (which he favoured) included an honest assessment of its shortcomings – inefficient, incompetent and corrupt public officials, wealth and power elitism. He also pointed out the potential ‘tyranny of the majority’. 

 

Déjà Vu?

(Certainly in South Africa the conditions that now exist are a Government that has lost its moral compass and been exposed to deep and wide corruption, a malfunctioning economy on the point of collapse and with dangerously high unemployment and under-employment, a badly torn social fabric with racism being advanced by the ANC and EFF in many statements and actions (and sometimes ominous silence), a relishing of control, command and coerce with little sensitivity for the plight of millions who suffer - financially, physically and psychologically, and a frenetic attempt to introduce unconstitutional legislation in a number of areas. There are far too many signs that our "democracy" has failed)   

 

 

WHAT ACTIONS CAN WE TAKE – WHAT STICKS AND CARROTS CAN WE LEVERAGE?

 

When power, wealth, education and wellbeing imbalances between population groups or individuals become too wide, we face big trouble as a collective. 

 

Sticks. It would be good to see parliamentarians, politicians, public officials, institutional and organisational leaders:

 

• Run for office on the basis of what and educated and informed electorate prescribe 

• Directly, consistently and properly held to account and taken to task for their failure to deliver on campaign promises or mandates, and on delivery of results expected by their electorate 

• Forced to immediately resign and pay their debt to society when caught in misdemeanours, corruption, falsehoods and other unethical behaviour 

• Shamed and castigated for focusing on their personal careers and self-interest at the expense of serving the interests of citizens/ followers 

• Prohibited from taking certain decisions on behalf of the citizenry or being allowed to tamper with national constitutions or principles, even under emergency conditions, without prior sanctioning by those who elected them 

 

Carrots. It would also be good to see the application of a consultative, systemic-knowing tapproach to important challenges and issues. In an increasingly complex world, full citizen and employee engagement, and the mobilising of a range of expertise, knowledge and wisdom, is becoming iimperative. 

(Such a participative approach will be easier to implement in institutions and organisations than at the nation-state level - where any determined effort by government and influential power-holders to hang onto their power, existing wealth and vested interes will make it extremely challenging to achieve the required wide representation, and collective participation.  But ways can be found once the right will, intent and determination exists).

 

Such a truly democratic approach promises a diversity of viewpoints from informed sources, a holistic consideration of pertinent factors, less emphasis on adding rafts of legislation, and more accent on measured decision-making for the common good. Power and responsibility is shared

 

 

 

SO - WHAT ARE THE MOST PRESSING ISSUES THAT WE FACE?

 

1. A flawed democracy where power shifts from the electorate to politicians, and which results in a command-and-control way of operating, largely devoid of citizen engagement. We must replace this with a collaborative, unified collective approach where sensitivity and compassion are valued. And the common good is pursued.

 

2. Continued separation and polarisation fuelled by self-interest and false narratives. A counter to this will be narratives and practices of inclusion and belonging  that build bridges instead of walls. 

 

3. Deep and lasting fatigue, hurts, loneliness and trauma of individuals and the collective - which result from lack of attention by authorities to psychological well-being. A grass-roots swell of community - building based on values that count, will show the way. 

 

4. Continuous and radical change calls for reinvention at every level. (Here, we should avoid knee-jerk reaction to unrestrained technological development and reactive reinvention. And instead apply thoughtful, proactive actions that are determined by the values and needs of a civilised humanity. This calls for a paradigm of technology as enabler not leader, ethical constraints on potentially harmful development in the hands of a few wealthy individuals for manipulative profit motive or where militarisation is likely, and the restraining of development where humanity is threatened (for example, by a result that would mean wide-spread unemployment and under-employment. German philosopher Martin Heidegger warned that the consequence of continuous, fast - paced science and technology development is that we begin to see ourselves and the world we inhabit in scientific and technological terms. It then becomes more about doing than about being - although of course technology carries the promise of many benefits for humanity -  and puts us in danger of losing the high-touch that is vitally needed to balance high-tech.

 

If we fail here, then we will continue to follow a selfish, anthropocentric narrative of exploitation, growth, wealth, ‘progress’ and separation.

 

 

 

IN ORDER TO ADDRESS THESE ISSUES, WHAT LEADERSHIP IS NOW NEEDED?

 

Given the context above, we urgently need:

 

1. A leadership that is mature (cognitively, emotionally, socially, ethically and spiritually); that continually works at waking up, growing up, cleaning up and showing up; that operates from the inside out. Anaïs Nin’s sentiment applies here, “I believe the lasting revolution comes from deep changes in ourselves which influence our collective life”.

 

2. A leadership that is primarily based on character. (Gender, race, age, charisma - while important - become secondary considerations). One obvious outcome will be the exercise of compassion in a society beset by fear, dysphoria, uncertainty, fatigue and mistrust 

 

3. A leadership style and structure that is participatory, consultative, distributed and dispersed. This facilitates the re-establishment of trust, belonging, a diversity of viewpoints (This will add quality and capacity, and impact favourably on culture).

Wisdom from African-American activist Ella Josephine Baker, an advocate of participatory democracy: “The emphasis on participation had many implications, but three have been primary: (1) an appeal for grassroots involvement of people throughout society in the decisions that control their lives; (2) the minimization of hierarchy and the associated emphasis on expertise and professionalism as a basis for leadership; and (3) a call for direct action as an answer to fear, alienation, and intellectual detachment” (Mueller, C. 2004). 

 

4. A leadership with an accent on building relationships. This means consistently behaving in a way that encourages and builds as well as sanctions, and corrects when required. This means setting up arrangements and mechanisms to facilitate wide-spread relationship-building – for example formalising far more informal one on one conversations, setting up buddy systems whether on or offline, and establishing informal circles that allow connection and confidential conversation to happen in small groups. 

(Yuimaru ゆいまる  is Okinawan for ‘connecting circles’ of warm-hearted co-operation, underpinned by a feeling of spiritual connectedness. The overall impact can be very powerful)   

Using trained “spotters” to identify, reach out to and then come alongside the isolated and suffering will achieve much more than an army of ‘‘enforcers’’ of rules and regulations. Slowly this wil create a culture of people who see each other through. Pope Francis says it is always possible to ‘add more water to the beans’ – to share not only food but space, know-how, and love.

 

 

This essence is captured by Daniel Bonnell’s Road to Emmaus. (Bonnell, D. 2011) ; a coming alongside, going through despair and joy together, and jointly facing both a warm embracing and hostile destination while travelling together.

Pie in the sky?  A mature, character-driven, participatory leadership with an accent on relationship has been demonstrated before. It is the practice in precious - few corporations (about which I've written before now) and hardly in national government that I am aware of. 

Desirable? Yes

Feasible? Maybe ............. 

 

 

 

A REFLECTION ON HANNIBAL OF CARTHAGE 

2 millenniums ago (round about 220 BC), in a time of uncertainty about the future of the Mediterranean world, Hannibal of Carthage (present day Tunisia) led an army from Spain, across the Pyrenees, across the Alps, in order to invade Rome. Possibly the greatest military undertaking ever, his contingent of 30 000 or more men and about 40 elephants had to contend with landslides, snow storms, hostile barbarian attacks, intense hardship. On the 4 - month journey, some 15 000 men and many of the elephants were lost.

The Romans, expecting a Sicilian invasion, were caught totally off-guard by the overland invasion. The surprise effect, together with their unfamiliarity with elephants, put them at a tactical disadvantage. During his subsequent 15 - year occupation of Roman territory, Hannibal mustered more followers, destroyed over 400 towns, and at least 30 000 Romans were killed in battle. He was eventually defeated when reinforcements failed to arrive.

 

How did Hannibal mobilize his very diverse followership? How did he retain their loyalty and commitment during this ‘mission – impossible’, during which not a single mutiny took place? What were the leadership secrets that might apply today?

Head attributes such as strategizing, problem solving, thinking laterally were clearly evident.

He possessed strong, practical ‘hands’ competencies such as achievement through results-based leadership, being hands-on or hands-off as appropriate. He practiced cat-napping to maintain his energy levels. 

But it is his two ‘heart’ competencies that stand out: 

 

• being socially intelligent (empathizing by sharing on an equals basis, listening deeply to his advisers, refusing any special physical comforts, eating only when he absolutely had to, commanding attention when required); and 

 

• being values-driven. The times were hard and cruel, but we can deduce that Hannibal placed great importance on forging alliances, being daring and innovative, respecting viewpoints, reasoning, treating his followers with respect. As Chief Magistrate of the Carthaginians, after the wars, Hannibal is remembered for the steps he took to eliminate corruption. These are prime competencies for modern leaders. (Williams, G. 2001)

 

 

REFERENCES

 

Bonnell, Daniel (uploaded 2011) The Road to Emmaus https://bonnellart.com/  (All digital images are offered free by the artist)

Mueller, Carol (2004) Ella Baker and the origins of “participatory democracy” 

The Black Studies Reader, Ed. Jacqueline Bobo, Cynthia Hudley and Claudine Michel. Routledge, New York and London

Williams, Graham (2001) Learning Reflections for the 3H Leader: the new millennium imperative for activating followership http://www.haloandnoose.com/content.asp?PageID=105