Transformation
The Journey from Hero to Host
For too long, too many of us have been entranced by heroes. Perhaps it’s our desire to be saved, to not have to do the hard work, to rely on someone else to figure things out. Constantly we are barraged by politicians presenting themselves as heroes, the ones who will fix everything and make our problems go away. It’s a seductive image, an enticing promise. And we keep believing it. Somewhere there’s someone who will make it all better. Somewhere, there’s someone who’s visionary, inspiring, brilliant, trustworthy, and we’ll all happily follow him or her. Somewhere…
Well, it is time for all the heroes to go home, as the poet William Stafford wrote. It is time for us to give up these hopes and expectations that only breed dependency and passivity, and that do not give us solutions to the challenges we face. It is time to stop waiting for someone to save us. It is time to face the truth of our situation—that we’re all in this together, that we all have a voice—and figure out how to mobilize the hearts and minds of everyone in our workplaces and communities.
Leaders who journey from hero to host have seen past the negative dynamics of politics and opposition that hierarchy breeds, they’ve ignored the organizational charts and role descriptions that confine people’s potential. Instead, they’ve become curious. Who’s in this organization or community? What skills and capacities might they offer if they were invited into the work as full contributors? What do they know, what insights do they have that might lead to a solution to this problem?
Leaders‐as‐hosts know that people willingly support those things they’ve played a part in creating—that you can’t expect people to ‘buy‐in’ to plans and projects developed elsewhere. Leaders‐as‐hosts invest in meaningful conversations among people from many parts of the system as the most productive way to engender new insights and possibilities for action. They trust that people are willing to contribute, and that most people yearn to find meaning and possibility in their lives and work. And these leaders know that hosting others is the only way to get complex, intractable problems solved.
Leaders‐as‐hosts don’t just benevolently let go and trust that people will do good work on their own. Leaders have a great many things to attend to, but these are quite different than the work of heroes. Hosting leaders must:
Behaviors don’t change just by announcing new values…
The potent force that shapes behavior in these organizations and in all natural systems is the combination of simply expressed expectations of purpose, intent, and values, and the freedom for responsible individuals to make sense of these in their own way.
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In this chaotic world, we need leaders. But we don’t need bosses.
In this chaotic world, we need leaders. But we don’t need bosses. We need leaders to help us develop the clear identity that lights the dark moments of confusion. We need leaders to support us as we learn how to live by our values. We need leaders to understand that we are best controlled by concepts that invite our participation, not policies and procedures that curtail our contribution.
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fire comes from within, not from without
“If you can hire people whose passion intersects with the job, they won’t require any supervision at all. They will manage themselves better than anyone could ever manage them. Their fire comes from within, not from without. Their motivation is internal, not external.”
Stephen Covey
I had to learn all these things by mere chance and through trial and error….
But the process of illusion and disillusionment is part of life and goes on endlessly. In the early [19]40s what struck me forcefully was the conflict between my expectations and actual experience. At College I had come to believe that as a graduate I would automatically be at the head, leading my people in all their efforts. In a sense that was true of the majority of the Fort Hare students. Many of them left the lecture room straight to some cosy job, with a steady income and carrying a measure of influence. It is also true that graduates do enjoy the respect of the community especially in the field of education. But my experience was quite different. Continue reading
You are already a winner, but, you have not recognized it yet
“You are not in any way aware that you are already victorious, that life has happened to you. You are already a winner and nothing more is possible, all that could happen has happened to you. You are already an emperor, and there is no other kingdom to be won. But you have not recognized it, you have not known the beauty of the life that has already happened to you. You have not known the silence, the peace, the bliss that is already there.
And because you are not aware of the inner kingdom, you always feel that something more is needed, some victory, to prove that you are not a beggar. ”
― Osho, The Empty Boat: Talks on the Sayings of Chuang Tzu
We need more producers across all industries….
What a Producer Does
He has an idea and pursues it; or he learns of someone else’s idea and seeks the means to realize upon it … indeed, to be sure that it is improved upon. A good producer, as an inspirer of creativity, must, himself, be creative. He is a creative administrator … a judge of creativity. He guides and helps hundreds of people toward an objective that becomes increasingly clear-cut as the work proceeds from an idea, through its script and budget preparation, then to shooting (very tense and money hazardous), then to post-production (cost manageable and leisurely if you don’t have a pressing air date or release deadline). It’s like herding bees with a switch. Continue reading
Sāksātkāra – where perception and conceptualization are in complete agreement
First, an aspirant attentively listens to the sayings of the Upanishads from a preceptor who is Brahman-conscious all the time. In the second step, he practices vichāra (contemplation), which means that he goes to the depths of the great sayings and determines to practice them with mind, action, and speech.Begin to Act…
The young lieutenant of a small Hungarian detachment in the Alps sent a reconnaissance unit into the icy wilderness. It began to snow immediately, snowed for two days, and the unit did not return. The lieutenant suffered, fearing that he had dispatched his own people to death. But the third day the unit came back. Where had they been? How had they made their way? Continue reading
ONE TUSK 