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If you do not adapt, if you do not learn, you will wither, you will die.

Tuesday, November 29, 2011

Conformity, status, and blind-spot-removal - Provocative thoughts by inspiring people.

Sir Ken Robinson, PhD, internationally recognized leader in the development of education, creativity and innovation. Author, speaker, and consultant – just to name a few of his many hats:
As much as educators and businesses might say they need independent, adaptable, and innovative thinkers, how many of them truly appreciate and facilitate deviations from standardization and conformity, in educational institutions and in businesses? Great point from his remarkable book Out of Our Minds. I recommend it.


Teresa Norton in Forgiving Makes You More Important (HBR Blog Network, November 28, 2011) on the nature and the power of status.
Norton defines a person's status as “his or her estimation of self worth rather than the estimation placed on that person by others. It is a personal and internal judgment and as such is completely-self controlled — nobody can 'make' you feel unimportant. They can certainly 'act' in ways that are either consciously or unconsciously designed to 'raise' their own status but only you can lower your own status.” This might seem a little idealistic, but think about it. How much more influence, self-worth, and self-confidence would such a belief provide you with?


In Primal Leadership – Learning to Lead with Emotional Intelligence (2002) Daniel Goleman, Richard Boyatzis, and Annie McKee discuss the importance of blind-spot- removal for leaders as I call it:
“To become more effective, leaders need to break through the information quarantine around them and the conspiracy to keep them pleased, even if uninformed. Rare are those who dare to tell a commanding leader he is too harsh, or to let a leader know he could be more visionary, or more democratic. That’s why emotionally intelligent leaders need to seek the truth themselves… Effective leaders use their self awareness and empathy, both to monitor their own actions and to watch how others react to them. They are open to critiques, whether of their ideas or their leadership. They actively seek out negative feedback, valuing the voice of a devil’s advocate.”

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