Journeys Toward Transformation - Part II
I. Moving From the Inner Realm to the Outer Realm:
We begin with stories that illustrate the impact of alignment between the personal values and beliefs and the leaders' roles and responsibilities.
"Reading Reality Truthfully is a key principle I continue to implement as a professional in the insurance industry. Given the entire conversation about health care reform our company is asking significant questions. As a country we are making very broad assumptions when we talk about what reform actually means. We can all imagine the ideal, but getting from where we are to the ideal is a very complicated issue. It's my responsibility to make sure that my organization has long-term viability. Blue Cross and Blue Shield, like others including Aetna, Cigna, and United Health Care, has been a traditional insurer for 70 years; we process and pay claims, develop benefit options, and establish networks. However, the questions before us now are more complex: Do the communities in our state need a traditional insurer? Can we transform our practice to meet the current times?
I believe it is more than taking care of insurance needs; it's about helping our clients improve the overall well being and productivity of their employees. I don't think we need any more traditional insurers, but if we are totally committed to making people personally and professionally productive, then we have a future. In shifting our team toward this larger perspective I am managing a very big gap between where we've been and where we're going. The future doesn't belong to what has been. We now have to change our image of what our work is all about and our vision of what we are doing. This is the way I've come to apply The Integrated Work of Leadership©. My understanding of the practice of reading reality truthfully directly applies to my leadership responsibilities. I am more comfortable in identifying and living in the gap. With a deeper level of self knowledge comes the capacity to lead others through change with greater confidence.” (Mark Burzynski, Blue Cross and Blue Shield)
Mike Halligan of the Washington Companies offers, “As I was preparing my monthly report last August for our senior executives regarding what to anticipate in working with our legislative leaders when they returned home for the summer legislative break, I found myself considering how our firm could serve as trustholders for other leaders. I anticipated that our State delegation would likely face a very volatile situation given the intense level of debate on issues like health care. In fact, I don't believe that since the Vietnam War there has been a more contentious political atmosphere.
What I encouraged our firm to do was to assume the role of trustholder, to consider the greater good. I urged that we become a resource to our legislative leaders but that we stay above the fray. I believed we needed to engage at a higher level. I want our firm's leaders to be viewed as civic trustees of our community. This insight came to me directly from revisiting the Inner Work manual. Within the manual the quote by Jesse Jackson that says “Leadership is not choosing sides, its bringing sides together” is something I reflect on often. I don't want to lose sight of the important personal and professional values this work helped me to identify. I continue almost five years later, to explore each day the ways in which I can apply the concepts of Inner Work to the leadership roles I take on behalf of my company.”
Randy Bruns, Cheyenne Leads, reflected, "A clear impact of this work for me is that there is now a cadre of people across our State of Wyoming who have the same vocabulary around Inner Work and trusteeship; they have had the same type of educational experience. When I encounter these colleagues on boards, in business and in our legislature, I “test” to see to what degree the concepts of integrated leadership “took”. When we are on the same page, it moves us to a more advanced starting place for our work together. We can use the Inner Work concepts, vocabulary and shared experience as a foundation for our work together. For example, if I say we both are committed to holding something in trust, this comes with a very specific set of expectations. We have eliminated weeks of relationship building and we can get to core issues very fast. There is a deeper level of respect when we are both operating with an understanding of trusteeship. You can't just do the personal work alone; you have to be able apply it. As the integrated model shows, you have to take this back out to the outer realm where you are leading and use it to change the nature of the conversations you have. If companies used these concepts to help their top line employees to understand how they are either aligned or not aligned with the corporate mission, they would unleash some amazing power. Inner Work helps leaders to align on all levels.”
II. Inner Work as an Ongoing Practice
Each of the ten Habits of the Mind© and Practices of the Heart© defined in the Integrated Work of Leadership© serve as guideposts for ongoing leadership development. The elements become significant at various points on one's leadership journey as the following stories demonstrate…
* Know Your History
"Exploration of my history and the process of reflecting on my story were the most significant for me. For example, in exploring my leadership journey I came to understand the impact children have had on my life - both in my professional life and my community activities. I've been in education all these years and I have a deep passion for my work with children. Having this value confirmed through the process of Inner Work was powerful. It made my work more purposeful and mindful. I realized that my choices have been purposefully driven. When we dialogued in teams and reflected together on our history, we had powerful conversations and gleaned deeper insights. We talked about our hopes, dreams and the fears that were keeping us from moving forward.
I realize that the actions I am taking today resulted from this process of discernment and engagement with others. I had retired from education but here I am now re-engaging as a principal for a new school that will open next year. I realized I was too young to retire, there was much more I still needed to contribute.” (Anne La Plante, Natrona County School District)
The process of reviewing my history, and culling the lessons from my timeline was so important because it highlighted for me the periods of my life that were significant. It helped me to understand who I am, and how I have gotten to where I am. I gained insight to what was really important in my life. It was like having a road map. As a result I have become more confident in my actions. Before I would come to those difficult crossroads, which we all encounter and find myself asking, OK is this place where I am really going to mess it up? There was that worry about who else I might take down with me if I was wrong. There was a lack of courage. I don't think I fully trusted myself. However, through the Inner Work process I came to a deeper comfort with what my real capabilities are and the fear of failure diminished with this awareness. There is a quiet confidence that emerged from really claiming my story and my inner authority to serve and lead.” (Jean Young, Wisconsin Dept. of Corrections)
* Hold in Trust©
“Shortly after I completed the program I was appointed to the Wyoming Healthcare Commission. There was very little cohesion, and lots of internal strife at the time I joined. Eventually, I became chair and found that having the perspective of holding others in trust allowed me to pull the group together. I recall contentious discussions between constituents where I was able to bring the various parties together by facilitating an atmosphere of trust and regard. I was able to appreciate and acknowledge the differences in perspective, which took all the parties by surprise. Our collaborative work allowed us to draft legislation that was eventually passed. We found commonality as we moved from talking about the issues from purely a business perspective, to a human perspective. When I left the commission some years later I had several organizations approach me to serve; I turned down a lot and accepted only those roles where my passion was aligned and where my work could contribute to a greater long-term impact to my community." (Dixie Roberts, Ameriprise Financial Services Inc.)
“Holding in Trust© remains a key concept for me. Basically it's the process of giving of yourself and then being willing to receive back whatever response comes. Those responses can be varied, sorrow, anger, openness. But it's the honoring of the varied responses of others, which is the process of trustholding. In the Northern Cheyenne tribal community there is a long history that is often very difficult for some; but my openness is inviting others to be more open and to honor their own experiences. Now I am able to say this is who I am and to simply accept others where they are.” (Barbara Braided Hair, First Interstate Bank)
* Create Hospitable Space
“For me I think it's the idea of creating hospital and gracious space that continues to inform my leadership. This was the concept that held us together as we did the work. When I explain the idea of building trust and gracious space to those I work with its interesting to note how it expands the capacity for real problem solving. Particularly as a labor relations negotiator, the practice of creating hospitable space has been critical to my everyday work life. Not everyone can grasp, or commit, to the practice at first but when you offer this idea to colleagues it opens a place of real opportunity. People want to be valued and if you offer up front that you want to trust them and then commit your trust it's just amazing how people respond positively.” (Mike O'Neill, NorthWestern Energy)
* Practice Silence and Solitude
"As we progress up the leadership chain of command the greater the magnitude of decisions you have to face. Decisions that impact people's lives are in my hands. I find the bigger the decision, the more I need the time for quiet and reflection. I find the best time for silence and solitude is during my walks around Devil's Tower National Monument. I tell you it is the world's best outdoor track and a fine place for silence and solitude. What I find, is the higher my level of stress, the longer and higher I climb during my walks, but by the time I wind my way back around and down, my head is clear and the decision is available to me. Silence and Solitude are enduring practices for me.” (Bruce Brown, Consultant)
* Live the Question
Col. Tim Sheppard of the Wyoming National Guard reflected, “I spend more time focused on how my people are doing now versus how are we doing on the task at hand. While I'm still focused on the end result, now my energy is also on developing the people I work with in order to get the job done. I was known as the ‘bulldozer' before I participated in the Integrated Work of Leadership© process. Now, rather, than looking at a task and assigning various responsibilities, saying this is what you each have to do, I give my team the vision of the desired end result, what we need to accomplish and then I ask them what's it going to take to get us there and how are you each going to contribute? In the past I said you need to do this and that's an order, and oh by the way, it's going to be fun. Well, now it is fun. Now, I'm really interested in the questions and the answers. Before I never had the time, I was convinced we just needed to get what ever it was done. Now I realize I must stop and ask the critical questions.”
* Appreciate Differences
“The practices of respecting diversity, and inclusiveness, have been very important to me; understanding that you cannot be a leader unless you get everyone to the table, and truly engage people is so important. A leader cannot patronize the idea of diversity; you have to really live it. You have to ask yourself what each person brings to the conversation, and welcome their diverse perspectives, even those you don't particularly agree with." (Mike Halligan)
* Lead Change
“What I really enjoyed was the conversations about change and managing the gap. I often think of the Inner Work as I engage with others who have more difficulty making the leap into change. The current health care issues, for example, which are surrounded with so much fear, it's the fear keeps us from moving to something new as a society. Where the work helped me most is that I am much more patient with people who find change difficult. It frees me to lead the change and engage others who are resistant because I know that I like change and this gives me the confidence to move forward. I know that along the way we will have time to stop, assess where we are, and then continue, so I'm more willing to leap in. The process of Inner Work is an important preparation for facing the storms, which accompany leadership and the process of change.” (Mary Hernandez, Yellowstone County Empowering Youth Project)
* Claim Your Authority
"What I found is that the Inner Work lingers, it shakes you up and awakens you and then it reshapes you. This work is self-nurturing; it is an act of self-care. It gives you the resources to then give back to others, especially when you most need it." (Barbara Braided Hair, First Interstate Bank)
“It's as if doing this work prepares you so you are ready when the challenges arise. It opens your mind to new ways of thinking and prepares leaders for what will undoubtedly come. The Inner Work process and the attention we gave to understanding our personal history brought out the importance to me of understanding my core values. I think much of my value base came from my military service as a lieutenant and leader for combat troops during the Vietnam War. It was a controversial time; yet, we worked to maintain the integrity of our men and our work. I learned then, and continue to understand today, that core honesty, integrity, values and passion get you through the difficult times, knowing your values keeps you stable as a person. My enduring values were re-enforced through the process of inner work. I had the time to reflect so that I was sure that I was walking into my office each day asking the question, ‘How can I make a contribution?' I recognized that it may not always be about winning the battle, it is more comprehensive than that; understanding the importance of teaching and learning along the way, getting people to the table and creating a valuable process, regardless of the final outcome. You won't win every battle, but you can shape the experience along the way to be invaluable.” (Mike Halligan)
* Cultivate Courage
We close with a poignant story offered by Pennie Hunt, Executive Director or the Wyoming Health Resources Network. Pennie reflects on the value of engaging in the process of Inner Work during a transformative period in her personal life journey. Pennie's story remind us that the emotional intelligence cultivated though the process Inner Work can offer leaders an anchor during life's most difficult transitions.
“Now, as I look back on my experience with the Integrated Work of Leadership© through the Leadership Wyoming Program, I can see that I was great at helping everyone else to reflect on their Inner Work but by the end of the class, I have to confess, that my own workbook was blank. You see it was a raw period of time in my life and I couldn't do the work at that point. However, several years later I returned to the experience of Inner Work, when I was then ready and committed to engage in the process you offered. I was able to give the work the time it needed. Interestingly, it was at point when my life was about to be shaped by crisis. At the time I was helping my dad through an illness, which eventually ended his life. I was able to give him the time and attention I wanted to share with him and in doing so to hear my own inner voice emerge.
Also at that same time I had just started a new position and so was working full steam to make the organization a success. What the Inner Work taught me, however, was that running around in a whirlwind wasn't inspiring to anyone. What worked was slowing down and getting focused. I think the crisis of my dad's illness pushed me inward and then I was able to focus my intentions. It was significant to have done the work for it prepared me for what I could not have imagined was coming. Just a short time following my Dad's passing my 22-year-old son, JT suddenly passed away.
I changed so much after my son's death; it put me on my belly in an indefinable way. What I had realized through the Inner Work process though, was my great life lesson, which is to live in a place of calmness and to be clear about what is important and not important. I have a greater capacity now to be an observer and not to become so emotionally pulled into the ranting and ravings that can accompany professional life and the process of personal change. Unfortunately, the death of my child has given me credibility, which is not what I ever anticipated or wanted, but I'm real now and very clear and able to claim my authority to speak. I think most people live from a place of fear; fear of losing a job, a relationship, and ultimately the fear of death. But when you take fear out of your life and live in a place of calmness, you can cull the lessons from your life, and they can be powerful guideposts to claim your authority.
I believe when leaders make the time to do their Inner Work they are better able to weather the storms when they come, it's just that simple. As my personal crisis unfolded I had to claim what I've learned is the value of staying calm and steadfast in the most difficult times. You need faith drawn from your own experience of knowing to help you understand that you will survive. Had I not developed the deep calm and perspective that came from culling my life experiences, when each successive challenge came into my life I could easily have joined the "sky is falling club"; but I didn't. I am one of those people who expect life to be good and I choose to make everyday a good day.”
We deeply appreciate the leaders who shared their stories and hope that through their voices the value and power of engaging in an integrated and adaptive approach to leadership is revealed. When you are ready to prepare yourself, and your team for the demanding challenges of 21st century leadership, Ki ThoughtBridge invites you to contact us to learn how you can engage in the Integrated Work of Leadership© to support your journey toward personal and professional transformation.
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.
It is with gratitude that we acknowledge the leaders listed below who offered their experiences and insights for this series.Barbara Braided Hair, Branch Manager, First Interstate Bank