3rd Component of Resilient Leadership:  Resourceful Problem Solving

People who are resourceful problem solvers have at least two things going for them: 

First is a belief that there is more than one way to do almost anything. 

 

I am a bit of a techno geek.  Put me in a basketball game and I have a little trouble running and dribbling at the same time.  Put me in the outfield in a softball game and don’t be surprised if the ball lands beside me, instead of my glove.  However, give me some new technology and I’m at home.  One thing I have learned from working with technology is something my mom tried to teach me when I was a boy, when hi-tech was the stereo phonograph. It is simply this:

“There is more than one way to skin a cat.”

 

People who are high in Resourceful Problem Solving don’t settle for failure.  They won’t accept the statement “we tried that once and it doesn’t work,”  they are able to think “out-of-the-box” and imagine alternate solutions.  Roger Firestien says “Successful, creative people grow through criticism and failure.  . . .  Many of the most creative and effective people of our time made some major blunders.  Give yourself permission to make a few mistakes.”  (Leading on the Creative Edge, p. 154,155)

That is the theme of an animated movie which reflects the personal philosophy of Walt Disney.  In “Meet the Robinsons” the central theme is: “keep moving forward,” along with the reality that failure is a normal and necessary step on the way to success.  Resilient Leaders who are strong in Resourceful Problem-Solving see their problems as opportunities waiting for a solution, and their failures as bricks in the path to that solution.

The second part of Resourceful Problem Solving is a discipline of constant personal improvement.  Here is an excerpt from Leading on the Creative Edge:

Several years ago, a study was done on the reading habits of scientists.  Researchers grouped the scientists into three categories.  The first group was labeled “innovative”; these scientists exhibited the highest creative productivity as measured by patents.  The second group was labeled “productive:’ these scientists were known for being technically proficient.  The third group was labeled  “slugs”; they were neither innovative nor productive.

The study found that “slugs” read almost nothing.  The “productive” scientists read almost exclusively in their field, while the “innovative” scientists (who were not always as technically up-to-date as their “productive” colleagues) read in a variety of fields.  In fact, a great deal of the latter group’s reading was outside of their area of expertise.  These scientists read everything from science fiction to technical journals, from Popular Mechanics to Psychology Today, and therefore enjoyed a much richer storehouse of information from which to generate new concepts. 

                                                     Leading from the Creative Edge, 28-29.

The lesson here for those with ears to hear is that Resourceful Problem Solving needs a wide variety of input, resulting from a discipline of personal growth and improvement.

I’ll end this section with this thought:  “The only people who can change the world are people who want to.  And not everybody does.”  Hough MacLeod

Resilient Leadership, Part 2

One component of Resilient Leadership is:

Realistic Optimism
Nancy Ortberg writes, “I think the core of leadership is hope. Leadership is the hope that we can change the things that need to be changed and create what we cannot now imagine.” (Unleashing the Power of Rubber Bands, p. 7)

There is a section in the chapter on “Confront the Brutal Facts,” in Jim Collins’ book Good to Great titled the Stockdale Paradox. In speaking of the companies that transitioned from good to great that were studied, Collins writes: “In every case, the management team responded with a powerful psychological duality. On the one hand, they stoically accepted the brutal facts of reality. On the other hand, they maintained an unwavering faith in the endgame, and a commitment to prevail as a great company despite the brutal facts.” (Good to Great, p. 83)

Named after Admiral Jim Stockdale who was a prisoner of war in Vietnam and who survived by facing the reality of the prison camp, and yet maintained a determination that one day he would be released. He said those least likely to make it out of the camps were the unrealistic optimists who refused to deal with the harsh realities of their captivity, and when their fantasies were not realized, they simply gave up.

I’m also reminded of the depth which our faith can play in providing this optimism. Some of you will know the story behind the great hymn “It is Well with My Soul.” Horatio G. Spafford, the author of the hymn, was a well known Chicago attorney in the mid-late 1800’s, but he did not write the hymn at the peak of his happiness. In 1872 his son died at age 4 from scarlet fever, and then a year later he lost all his holdings in the great Chicago fire. Planning to take his wife and four daughters to assist D.L. Moody in England, he was delayed at the last minute and his family went on ahead. Nine days later he received a telegram from his wife “Saved Alone.” The ship they were on collided with another ship and sunk in 12 minutes claiming the lives of 226 people, including Spafford’s four daughters and almost his wife. Spafford immediately boarded a ship to join his wife. One day the captain of the ship called him to the bridge and told him that as near as they could determine that where they were currently sailing was the approximate location of the wreck, in waters three miles deep. Spafford went to his cabin and penned the great words to this hymn:

When peace, like a river, attendeth my way,
When sorrows like sea billows roll;
Whatever my lot, Thou has taught me to say,
It is well, it is well, with my soul.

Realistic Optimism comes naturally to some more than others, and should come easier for those with faith, but everyone can develop this perspective. “To lead well, we must possess the strong belief that our best days are ahead of us. Hope and leadership are inexorably linked.” (Unleashing the Power of Rubber Bands, p. 8)

Resilient Leadership - part 1

Just a few months ago, Movie Gallery here in Huntington closed. Why do you think they closed? Yes, the proliferation of Redbox, mail in services like Net-flix and Blockbuster, and online media streaming like HuLu. Movie Gallery made the move from VCR to DVD and even Blue-ray, but couldn’t figure out how to navigate the current changes taking place.

Blockbuster finds itself in an similar situation. Although it has jumped into the mail-in service, unless it figures out how to do some kind of media streaming, it’s ability to survive is in question. My Netflix account not only has the benefit of mailing me an unlimited number of DVDs each month, but I can access most videos through a wireless device that I already own, such as a Wii.

There is a constant evolution taking place all around us. Being a leader today, perhaps more than at any other time in history, requires resiliency. Resilience is the ability to adapt, the capability to be proactive rather than reactive; and even in reactivity, to be flexible and transformational. Before we can be resilient in our corporate life, however, we have to learn the skills of resilience in our personal life. Kevin Cashman interviewed 62 CEO’s and presidents of corporations. Of those interviewed 75% cited Resonant Emotional Intelligence as the most relevant to their leadership effectiveness. However, according to Cashman, 92% indicated Resiliency in Leadership as the most personally challenging.

Reivich and Shatte` state, “Most of us at some point in our adult lives come up against a major set-back, a life-altering event that blows us off course. For some it’s a job loss or a divorce, for others, the death of a parent or child. . . . depending on our supplies of resilience, we will either become helpless and resigned, or we will bounce back and find a way to move forward.” (Resilience Factor, p.15)