“As we delved into the inner work it became clear that our focus was not going to be on how to be a leader, but rather why do we choose to lead? Why do you do what you do, is a fundamental question for leaders to consider. The process of inner work gave me a vocabulary, a framework, and more importantly, the permission to explore an important aspect of my leadership. It's crucially important that leaders allow themselves the permission and space for an honest inner conversation. I find that individuals and organizations too often hold themselves back from this deeper exploration of leadership. There is almost a cultural prohibition against going into the deeper realm of understanding oneself in the context of our organizational work. The program and process gave me permission to do the work I truly longed to explore.” Randy Bruns, CEO, Cheyenne LEADS
INTRODUCTION:
For over twenty years Ki ThoughtBridge has been guiding and coaching individuals and leadership teams as they engage in thoughtful conversations about what it means to lead. This process of exploration has been based on our Integrated Model for Leadership Development©. One of the key tenets of the model is the importance of inner work, which we define simply as "the capacity to engage in deep inner exploration and reflection that leads to increased self-awareness, empathy, insight, and self-mastery".
Our process of inner work involves leaders in an in depth experience of self-discovery and awareness; inviting them to discern their true leadership gifts and talents, affirm their personal mission and calling, and claim their inner authority to serve and to lead with integrity and authenticity. This fall we continue our work with the publication of the third edition of the manual: The Integrated Work of Leadership: A Journey of Transformation©.
This material has shaped conversations regarding the formation of ethical and collaborative leadership practices with thousands of leaders within corporate, educational and philanthropic institutions across the country and internationally. It has served as the foundation for leadership development in statewide leadership initiatives in Wyoming and Montana, and a regional program for leadership development funded by the Ford Foundation in central Wisconsin. With each opportunity to present and facilitate our integrated process, we continue to learn and expand our knowledge of the transformative results that are experienced on individual, organizational and community levels when leaders focus attention on the development of their emotional intelligence and adaptive leadership capacities.
Our ongoing research and practice has shaped this latest edition of the manual, as has our understanding of the work by such authors and researchers as, Parker Palmer, Ron Heifetz, Edgar Schein and Daniel Goleman. For example, Goleman identifies five critical components of emotional intelligence, which include: self-awareness, self-regulation, motivation, empathy and social skill. Each of these are cultivated through the process of inner work.
Ten Habits of the Mind© and Practices of the Heart© form the foundation of our inner work curriculum. Combined, they evoke the leader's deep understanding of, and capacity for, enhancing emotional intelligence.
Habits of the Mind© Practices of the Heart©
- Read Reality Truthfully - Practice Silence and Solitude
- Know Your History - Live the Question
- To Hold in Trust© - Appreciate Your Differences
- Discern Your Call - Claim Your Authority
- Create Hospitable Space - Lead Change
Research by the consulting firm Hay McBer confirms a direct link between a leader's emotional intelligence and their organization's bottom line results and long-term success. Often we use the analogy of a journey to describe the inner work process. For some the journey requires spending time in the desert, where the practice of silence and solitude lead to a new awakening. For others, it's like a mountain climb, where our facilitation team serves as the trusted Sherpa, offering experience, guidance and coaching to insure a successful assent to the leaders own pinnacle of awareness. And for some, the process is like a homecoming where they are re-introduced to ideas and concepts, which they haven't thought of for sometime. They experience a sense of welcome and renewal as a result of engaging with the work. Throughout the journey, our integrated approach and the Habits of the Mind © and Practices of the Heart© serve as the roadmap -- a framework to guide the participant in cultivating his or her own deeper level of awareness. As our colleague Randy Bruns noted, what is critical is that leaders give themselves the permission to take the journey. Twelve leaders, representing diverse roles, organizations and sectors, volunteered to share their stories regarding their practice and the impact of the inner work. Their experiences offer us deeper insight to the process and power of the inner work. Their stories reveal what we have long understood to be the value and significance of giving attention to one's inner voice. Over the next two issues of eBridge we will share these powerful examples of integrated leadership with our readers. *********** BEGINNING THE JOURNEY Like all journeys often the first steps can be challenging. Inner work requires that we engage both our minds and our hearts in order to cultivate a deeper level of awareness and understanding. Opening ourselves to this process is the first step. “I think it would be safe for me to say, that despite the fact that you had to initially drag several of us through this work, the concepts of transformational leadership, the civility aspects of serving as trustholders, and the inner awareness which the work fostered now permeates my entire approach to leadership.” Mike Halligan, Director of Government and Corporate Relations for Washington Corporations “The process has resulted in a change in my approach to leadership. Obviously, in the military we think leadership is paramount and we have some set ways of thinking about how we should lead. So much of my training had been focused on how do you get the job done, whereas the inner work process focused my attention on the questions, who am I and what matters most to me?” Col. Tim Sheppard, US Property and Fiscal Officer, Wyoming National Guard Mark Burzynski, Chief External Affairs Officer, Blue Cross and Blue Shield of Montana added: "The analogy I'd use is that I have a golf coach who has been working on my golf swing with me over the years. I never leave lessons without having specific drills to practice. He says the adage that practice makes perfect is inadequate. Rather, perfect practice makes perfect. The inner work process you offered us is like that. It's the resource to get you re-grounded. The inner work manual is not a book I can leave on my shelf. It's work that I have to return to when I realize that I'm not hitting on all cylinders. It helps me to be honest with myself and it gives me the tools to reassess myself and where I am. Perfect practice makes perfect, but you have to know how to practice. The manual was simple and the concepts were straightforward. Even so, you have to be reminded of them from time-to-time. People hold us accountable, they should expect better behavior from us as leaders. It's hard to read the concepts and practices and not be motivated, they give you something to emulate, to aspire to, and they move you personally. One of the things we have to keep in mind is that we are not appointed to leadership, the position doesn't make you a leader. Your followers confer that upon you; you have to earn the privilege to lead over and over again." Jean Young, Assistant Regional Chief for the Wisconsin Department of Corrections, offered, I think that looking at the inner work was some of the most difficult, and also, some of the most rewarding leadership training I've experienced. I came to fully understand the real importance of those "ah-ha" moments in my life, in a whole new way. I've been through lots of leadership programs where there hasn't been enough focus on the inner work. It was a bit scary to really focus my attention on my own work, but in the end I feel more capable and competent as a leader. I now recognize and claim my strengths and can more easily bring others to the table to complement my areas of weakness.
Twelve leaders, representing diverse roles, organizations and sectors, volunteered to share their stories regarding their practice and the impact of the inner work. Their experiences offer us deeper insight to the process and power of the inner work. Their stories reveal what we have long understood to be the value and significance of giving attention to one's inner voice. Over the next two issues of eBridge we will share these powerful examples of integrated leadership with our readers.
***********
BEGINNING THE JOURNEY
Like all journeys often the first steps can be challenging. Inner work requires that we engage both our minds and our hearts in order to cultivate a deeper level of awareness and understanding. Opening ourselves to this process is the first step.
“I think it would be safe for me to say, that despite the fact that you had to initially drag several of us through this work, the concepts of transformational leadership, the civility aspects of serving as trustholders, and the inner awareness which the work fostered now permeates my entire approach to leadership.” Mike Halligan, Director of Government and Corporate Relations for Washington Corporations
“The process has resulted in a change in my approach to leadership. Obviously, in the military we think leadership is paramount and we have some set ways of thinking about how we should lead. So much of my training had been focused on how do you get the job done, whereas the inner work process focused my attention on the questions, who am I and what matters most to me?” Col. Tim Sheppard, US Property and Fiscal Officer, Wyoming National Guard
Mark Burzynski, Chief External Affairs Officer, Blue Cross and Blue Shield of Montana added: "The analogy I'd use is that I have a golf coach who has been working on my golf swing with me over the years. I never leave lessons without having specific drills to practice. He says the adage that practice makes perfect is inadequate. Rather, perfect practice makes perfect. The inner work process you offered us is like that. It's the resource to get you re-grounded. The inner work manual is not a book I can leave on my shelf. It's work that I have to return to when I realize that I'm not hitting on all cylinders. It helps me to be honest with myself and it gives me the tools to reassess myself and where I am. Perfect practice makes perfect, but you have to know how to practice. The manual was simple and the concepts were straightforward. Even so, you have to be reminded of them from time-to-time. People hold us accountable, they should expect better behavior from us as leaders. It's hard to read the concepts and practices and not be motivated, they give you something to emulate, to aspire to, and they move you personally. One of the things we have to keep in mind is that we are not appointed to leadership, the position doesn't make you a leader. Your followers confer that upon you; you have to earn the privilege to lead over and over again."
Jean Young, Assistant Regional Chief for the Wisconsin Department of Corrections, offered
Telling Our Own Truth:
“The process of inner work, helps me to consider how I handle myself during the big setbacks, because that is what defines a leader. I find that I have to be straight and honest with myself because unless I am straight with myself, I can't be straight with others. This is the deep trust factor that emerged from the inner work. It all starts with the internal awareness, and then moves to the external awareness. When your values are aligned, and you deliver on what you say you are going to do, people begin to trust you. As a result of the work I have a deeper understanding of the concept of holding in trust. It prompts me to catch myself on my own bad behavior. When my actions aren't aligned, I know that I'm working outside of my values. If I'm not reconciled as leader it gives me pause. I pay attention to what it is that I'm really thinking about. Leadership and trusteeship become conscious as a practice. When I'm not holding others in trust I recognize the impact and I am now more able to redirect my thinking and consequently my actions. So now here I am almost nine years after initially doing the work, and here's the deal, I'm starting to trust the world more. I really believe now that if you do the right thing, the right things happen. This work eventually links you to your sense of spirituality; it deepens your perspective on what you're really all about-- what makes you tick. That deep sense of inner awareness is what helps me in becoming a more effective leader every day. Bruce Brown, Consultant, Wyoming Contractors Association, McMurray Training Center
"Prior to participating in the inner work process, I had been doing some of my own self-awareness work so this work added to the tools I had available, encouraging me to continue my process. The end result of the inner work is that it made me more comfortable with who I am and confident in the roles that I play as a leader. It was like being re-introduced to myself on an inner basis and helped me to identify the experiences, including the hurts and traumas and positive experiences that have shaped me. This gave me a way to know myself and be more comfortable with myself. Yes, the process itself was a bit uncomfortable at first, for the experience opened up spaces that I hadn't thought about before. I had to consider, not only my role as a leader, but myself as a spiritual being. The framework made it OK, for me to think on this deeper level and to see myself in a larger context. As a result, I am now able to take healthy risks and put myself out there as a leader. I am able to see clearly who I am and who I want other people to experience and see in me, especially, in terms of what am I trying to teach.” Barbara Braided Hair, Branch Manager, First Interstate Bank
Increased Confidence:
By coming to a deeper understanding of one's values, personal mission and purpose, leaders are able to offer their time, energy, and leadership talents with a deeper sense of confidence, integrity, commitment and assurance in their abilities to facilitate change.
“Somehow through the process of getting to know myself better I have developed more confidence, I can better predict how I am going to react and monitor my responses. Perhaps, I was just in the right place mentally, maybe it was the material, or your facilitation, or maybe it was just my time, but it was an eye opening experience to consider how I think and process things, and to pay attention to how others are thinking. I realized I needed to adjust my approach to match where other people are coming from if we are going to connect. I recognized that I had to change my approaches in life, professionally, and as a volunteer. On all levels I had to pay greater attention. The process was actually one of learning how to deal effectively with ambiguity.” Mike O'Neil, Director Organizational Development and Labor Relations, NorthWestern Energy
“I am now committed to real time in my schedule to rejuvenate and gain clarity. I make time for the practice of silence and solitude. There is power in taking time away and stepping back to gain perspective. One of the big insights moments for me, was realizing that I was setting unrealistic goals, expectations that were not based in reality, so in the end I was always falling short. Unrealistic goals leave you lamenting that you aren't successful. When I began to set more realistic goals I found success and made progress. My goals are still challenging, but I'm not setting the bar so high that I never see success. There is something about beating my personal best vs. someone else's that is important. I keep moving my personal success up, versus trying to keep up with the Jones'. It's about discerning interior definitions of success versus exterior definitions. We believe we have to give ourselves the opportunity to do what we are really good at and what we really love doing. It's a process of coming to understand your passion.” Dixie Roberts, Senior Financial Advisor, Ameriprise Financial Services Inc.
Clarity of Purpose Unfolds:
“I found the work was great affirmation for a number of things I was contemplating. It has strengthened my resolve to follow what I believe in my gut is what I should be doing in my life. While I am not any less busy, my work is more exciting than ever because I now engage in the activities that I enjoy doing. I'm more mindful of the time it takes to get things done and I'm more thoughtful to ask what people are expecting as a result of my involvement. I love the adventure of learning new things yet I also want to know at the outset the perimeters of my expected involvement, so that things really do change as a result of my expended energy. I strive to remain aligned in my work and my values. I ran for political office last year and it made sense to me, and to those around me, it was an extension of my passion for meaningful work. Because of this increased focus. I find myself surrounded with people I enjoy; many who are interested in exploring beyond the surface of any specific issue. My work and leadership practice is at a deeper level now." Mary Hernandez, Director, Yellowstone County Empowering Youth Project
“When I knew we were going to work on Mission I thought this would be a piece of cake; I'd done this for many organizations, but on a personal level I struggled with defining my own mission for a long time. It took me until last year, nearly 3 years later, before I really got it done. The process, however, gave me permission to let this aspect of my inner understanding unfold. A lot of times we think of leaders in terms of their position. This process helped me to realize that a lot of the positions I have held or now hold were a result of a personal set of intentions. Our own intentions have a big bearing on what we do. Making this a conscious process rather than leaving it to just happen unconsciously is really important. That has given me the confidence to also know when to be quite, and to understand what isn't mine to address.
I went through this work at a particularly important period of transition in my life, a period when I was contemplating what I wanted to do professionally. The inner work helped me to clarify my personal values and to connect these values and my personal mission to my work. Here, in my late 50's, these marvelous, significant questions, come to me and I recognized their importance in order to go forward in my leadership pursuits. I left the program feeling like a 21 year old looking forward to what's next. I have a deeper sense of obligation to use the experiences and lessons I have gained to make things better for others. It isn't up to me to save the world but I know I can make a difference." Randy Bruns, CEO, Cheyenne LEADS
Renewed Commitment:
Anne LaPlante, Principal, Natrona County School District offered, “I had previously done work with the Covey Institute which helped me to establish my personal mission; however, this work helped me to validate and fine tune my understanding of what I was called to do. It really guided my next selection of professional work. I knew my priorities and could evaluate the opportunities that were before me to select the job that was the best fit for me. If you don't know yourself you can't very well do this.”
Col. Tim Sheppard added, “I came away with the clarity that people matter most to me and while I love to get things done, I love working with and through people. My war college thesis was all about the importance of people, but I don't think I really internalized this until I went through my own process of inner work. It helped me to truly claim and now act in alignment with my values. The process was difficult at first; from a military standpoint it is so counter to our culture. A military officer is generally an introvert; we don't share and let down our guard easily. But when leaders really commit to this practice I think they will enjoy the journey and they will discover things that they wouldn't have believed possible.
Mark Burzynski discussed the importance of imagery as a powerful way to connect people and ideas, and he shared this image from a poem by artist and philosopher, Brian Andreas, to describe what he thinks happens once leaders align with their deep sense of personal mission:
Weight Training
This is a giant block
of whatever is most difficult
for you to carry & trust me on this,
you'll carry it more times
than you can count
until you decide that's exactly
what you want to do most
& then it won't weigh
a thing anymore.
He reflected: "I think for leaders if your work feels like a job, then perhaps you are not a leader. Leadership is more like an avocation. It's about being committed to your work because it brings value beyond yourself. I believe in human connectedness. I could not imagine doing something for as much time as we spend doing our work, if I wasn't absolutely passionate about it. If didn't feel I was improving the human condition, I couldn't do my work. I understand the reality is that people have to put food on the table, but we are all in service to one another. In clarifying my mission, it became clear that when you are doing exactly what you want to most do in the world, then there is no weight on your shoulders."
For these leaders their enhanced capacity to choose wisely has renewed their commitment to their leadership roles and has paid significant dividends for the organizations where they serve. A clear understanding of personal mission and calling shapes the ways in which leaders choose to offer their service and leadership talents in the world. Through the process of inner work leaders experience the transformation that comes from aligning their intellect and spirit allowing them to lead with authority and authenticity.
We offer our sincere appreciation to each of the leaders who offered their wisdom and insights for this series which will continue in our October issue.
Author, Joanna Murray, Ki ThoughtBridge Senior Associate; adapted from The Integrated Work of Leadership©, author Katherine Tyler Scott, and The Inner Work of The Leader®, author Katherine Tyler Scott.
Joanna and Sallie Suby-Long, Senior Consultant with Ki ThoughtBridge have used these materials to help transform the Leadership Wyoming and Leadership Montana programs.