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To Renew Our Democracy, Get Back To The Core

Citizens at a town hall style meeting on health care policy, Towson University, August 2009 (Photo: Mark Wilson, Getty Images)

“Here in the U.S. we’re so used to a stable democracy that we misinterpret any crisis as imminent collapse. We’re going through a rough patch now, yes—but that’s simply a signal that it’s time to reboot.”

The reassuring words I was hearing on my phone came from Josiah Ober, professor of political science and classics at Stanford, and author of a new thought-provoking book, Demopolis: Democracy Before Liberalism in Theory and Practice (Cambridge University Press, 2017). I was probing him about the book’s implications for our troubled political state today. Polls suggest an increasing number of voters are losing faith in our system. God knows there’s plenty to shake our confidence. Whether it’s the tweeting antics of Mr. Trump, Russia’s chaos-inducing media manipulation, growing domestic inequality, or the threatening hostility of China and North Korea—this democracy indeed has plenty to worry about. Will our system survive? Will our future leaders be up to the challenges?

Ober with his long historical view is concerned but not panicked. “Democracy,” he continued, “is fragile—but it’s also persistent. It’s within our hands to renew it—and yes, we do need to get to work on that. But the key lies in understanding its conceptual roots. We can’t fix the system without getting back to the essence of true democracy. That’s been lost in our politics today.” This tantalizing assertion led us into Ober’s new book—and a conversation about a “solution vision” for fixing our struggling political system.

Josh Ober, Stanford University (photo: Phaedon Kydoniotis) MAYER

Reimagining True Democracy

Ober calls his Demopolis a “thought experiment,” a half-conceptual, half-imagined picture of fundamental democracy, where a well-defined body of citizens govern themselves collectively, free from the endemic strife that he believes certain tenets of modern liberalism are now bringing upon us. However, Demopolis is not some right-wing attack on progressive policies—Ober is himself a self-confessed “modern liberal”—but rather a historical-cum-philosophical journey back towards the essential heart of a body politic whose democratic ways have become flabby and confused by “too many misguided extensions of Enlightenment thinking.”  Ober has spent a long career writing about ancient Greek democracy, but in recent years has applied more of its practice and theory to articulating historical patterns of political thought now shaping modern states. Demopolis aims a sharply focused telescope on age-old questions of freedom, equality, and self-governance—what makes them true, and where they can go wrong in more modern interpretation.

Photo by permission of J. Ober and and Cambridge University Press

Understanding Today’s Dysfunction

In fact, the problems of our current democracy is where our conversation next turned. Why, I asked, are we so at odds with one another now? Why does current “liberal thought”—and “non-liberal thought”– cause so much rancor, on this side or the other? Why are so many people disengaged or even attacking our democratic system, and what can be done about that? What will it take to rebuild a strong foundation to meet the challenges  now threatening our constitutional way of life?

Five themes stood out as I reflected later on our discussion:

1. Look beneath personalities and political structures to understand our weakened democracy: Many Americans today view our democratic maladies either as a result of bad leadership (e.g. Trump’s “reinvention” of the presidency, or “swamp-dwelling, out-of-touch elites”); or instead the consequences of institutional decay (e.g. gerrymandered political districts, or too much influence of lobbyists and corporate money). Ober suggests that although these are indeed testing civic faith in our free society, the more fundamental problem is that our nation has lost sight of what it means to “govern ourselves.” Demopolis stands as a sort of new root cause analysis, appealing for “revolution” in the literal sense—turning back to first principles of self-governance that started the movement of democracy in western civilization.

2. We can’t fix our political problems today without returning to the essence of democracy: Like others, Ober traces the elements of democracy to its invention as a fully participatory city-state by the ancient Greeks. But his book quickly moves from history to practical paradigm, stripping away the romantic wrapper of Athenian temples, heroes and water clocks to focus on the handful of must-have conceptual elements that distinguished what democracy first meant—and (as he forcefully argues) still means today. It is a community (of citizens, with shared values and traditions) that:

  • Chooses to govern itself for three purposes: protecting itself, providing collective welfare, and ensuring a society answerable only to itself (“non-tyranny”)
  • Pursues these purposes by embracing three core beliefs (civic freedom, civic equality, and civic dignity for all citizens);
  • Expects its citizens to actively participate in public life, making decisions and taking accountability for what they collectively decide.

Various states, with different institutions, and different mechanisms have endeavored through history or today pursue various versions of “democracy” (including our U.S. three-branch, check-and-balance, representative-based Constitution)—but whatever the specific practices, any system of democracy will ultimately fail if this handful of conditions are not met and sustained. Thus, Ober insists, renewing any failing—or even just struggling– democracy must start with a blueprint of this essence. It’s a challenge he poses to all Americans today.

3. Our U.S. democracy is under stress because modern liberal thought has fused with—and sometimes confuses—the essence of self-governance. Ober argues that a sort of superstructure of post-Enlightenment thinking (e.g. highly autonomous personal freedom, global human rights, and economic social justice) has been built upon the original principles of a self-governing political community—and the conflation of the new and the old has caused us to lose sight of what democracy really means. Our modern version has taken us far beyond the historical core of more simple political freedom (of speech and association) and equality (everyone’s voice and vote must have the same value). American culture has become infused with demands about absolute rights, and appeals to universal justice (often left undefined but still claimed as non-negotiable.) The evolution has created strains and even contradictions among ourselves about the appropriate balance between privileges and duties as members of our community; about what it means to “be a democratic citizen”, and answerable to no one except ourselves.

By Ober’s view, what matters now is not the Red State-Blue State war for political power, or the philosophical battles about “more” or “less” government; rather it’s how to find common ground among different belief systems about what our democracy allows us to do and be, and ultimately even—as work and relationships become more global–about who “us” really is.

As liberalizing trends become more extended, our body politic is being torn in two opposing directions, pulled beyond foundational democracy. On the one hand, advocates of non-negotiable freedom in all domains will insist on rights to do things that may harm the community in ways that most citizens do not support (e.g. unfettered ownership of assault weapons or to do business with avowed foreign enemies). On the other hand, many enthusiasts for universal social justice want to prioritize providing education, healthcare or economic assistance to non-citizens and immigrants, even if that may limit serving similar needs of many fellow Americans.

“The real problem,” Ober explained, “is not about a modern democracy adopting this or that policy of ‘rights’ or ‘universal justice’—if the citizens so agree to that. But there are trade-offs and difficult consequences of moving towards that kind of vision, and we haven’t as a nation really debated such things, or developed a shared understanding of what that means for us collectively. And an-every-four-year Presidential election is no substitute for that. A big part of the pessimism and even rage about our current system is that people just aren’t able to participate in the debates and decisions that are implicitly shaping the overall meaning of our democracy today.”

People shouting at the Towson town hall style meeting (Photo: Mark Wilson/Getty Images)

4. The road to renewal must be built with hands-on civic education. The cognitive dissonance between fundamental democracy and the ever-expanding right-seeking liberal version is exacerbated by more and more citizens disengaging from public life, disconnected from any defined sense of membership in a political community. The demonization of “Washington” as a poisonous self-dealing swamp is a token of not just contempt but distance and alienation.

Many commentators have called for strengthening civic education as a strategy for rebuilding the health of American democracy—but Ober makes a critical distinction. “This can’t be about sitting in a classroom drawing charts about ‘how a bill becomes a law in Congress,’ or memorizing the names and dates of presidents. The world’s first democracy understood that civic education was actually ‘doing democracy’—citizens learning not just the craft but the meaning and passion of debating, persuading, compromising, and then accepting the consequences of making decisions together—and being accountable for your own destiny as a member of the community. We have to get back to that kind of civic learning—the lessons of practice and participation, not textbooks.”

Ober then put many of the contemporary suggestions for fixing democracy in that light. “Right now there’s a lot of enthusiasm for using technology to help citizens participate more directly, or to establish ‘civic panels or assemblies’ for citizens to advise lawmakers, do more decision-making by popular referenda, etc. These can be helpful, but not as an end in themselves. These can be interim experiments and first steps in a longer-term transformation. The real value of such mechanisms is to teach people anew what it means to operate as democratic citizens. And people have to practice and learn how to do that before anybody starts trying to change our constitution.”

5. Tomorrow’s leaders will succeed by reaffirming the core of democracy and its higher purposes. Ober concluded with a few aspirational thoughts related to leadership. “We’ll never turn today’s crisis into renewal unless we have a different kind of leadership than what we have today. John Kennedy challenged his nation to put a man on the moon, and demanded, “Ask not what your country can do for you, ask what you can do for your country.” Reagan led us against an ‘evil empire.’ Today we’re talking about marginal tax rates and inappropriate sexual behavior of this or that electoral candidate. Our real challenge is to find and support a new generation of leaders who understand what democracy and the power of a self-governing, purposeful community really is—and who can inspire people to become citizens again.”

Ted Hoyt of Tunbridge, VT addresses fellow citizens on the issue of a large-scale new real estate development, at his town’s annual civic meeting. March 7, 2017 (AP Photo/Lisa Rathke)

Originally published on Forbes.com

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Leadership

Want To Achieve Impact In The Nonprofit Sector? Here’s Why And How

BOSTON, MA – DECEMBER 5: Volunteers celebrate a community barn-raising in Concord, Mass. (Photo by Craig F. Walker/The Boston Globe via Getty Images)

Holiday travel—navigating aging airports, over rusting and pot-holed bridges—reminds us all of a national infrastructure desperate for repair. But an inspiring new book, Engine of Impact: Essentials of Leadership in the Nonprofit Sector (Stanford University Press), points to a more intangible infrastructure also needing renewal: the historical culture of America’s community associations and volunteer networks, people solving problems together, helping one another and addressing physical and spiritual needs of fellow citizens. Authors William F. Meehan and Kim Starkey Jonker offer a call to action and a prescription for how to make a difference in rebuilding that: go serve the non-profit sector—as a leader, board member or philanthropic contributor–and dedicate yourself to achieving change that really matters.

But why, I asked Bill Meehan in a recent conversation, should any talented leader on the rise do that? Why now?

Stanford University Press (www.Engineofimpact.org) BY PERMISSION OF THE PUBLISHER

The Search For Common Ground

“Americans today are looking for some ‘common ground’,” he began. “Big money and gerrymandering have polarized our political parties; organized religion is less important for many of now, and society faces huge pressures. It’s time to look back to Alexis de Tocqueville, the 19th century French traveler who observed that America’s people, uniquely, come together in associations for their greater good—mutual assistance, community solutions, shared worship. Our associative initiatives are a formal sector now. It’s perfectly positioned to give us all a chance to do something meaningful without politics. It’s a perfect antidote for today’s dysfunction—because when people join in shared purpose, they see they have more in common than they first thought.”

Meehan noted the personal rewards of leading or otherwise contributing to the non-profit sector. “All the research shows that people today are looking for more fulfillment in work—and that serving others has great power to provide that. Non-profit service is fundamentally meaningful. But to make it count, any social organization you join has to deliver real performance—which most fail to achieve. Our book will to help you understand why non-profit work matters, and what leaders must do to create the impact it depends upon.”

Meehan and Jonker have been finding their own social sector meaning for many years. He’s an award-winning lecturer of Stanford GSB’s perennial popular course on non-profit management, and long active as a board member, donor and practitioner across multiple civic organizations. Jonker is an experienced non-profit executive, and today leads King Philanthropies. Both are former business consultants who achieved plenty of for-profit impact with commercial clients in earlier careers.

William F. Meehan (Photo: Nancy Rothstein, with permission of the Stanford Graduate School of Business) MARCIA BRAMMER

Head And Heart

“We like to say,” as Meehan joked about their hybrid careers, “that we’re analysts who happen to also like Yeats.” Engine of Impact will in fact engage you with plenty of poetic inspiration—but also its rock-solid business methodologies which Meehan and Jonker have deftly adapted to the needs of social sector performance. The volume is a plain-spoken handbook to help you build “strategic leadership”– the combination of strategic thinking and management which the writers will persuade you is the true path to achieving measurable non-profit results.

The book maps “strategic leadership” across seven fundamental practices:

• the primacy of mission

• the critical concepts of strategy

• measuring the right performance

• leadership insight and courage

• building a “teams of teams

• the “essential fuel” of funding

• accountable governance

Each practice is an Occam’s Razor of best research about what differentiates high-performing from simply feel-good social organizations. The aggregated issues, illustrative examples and practical approaches rhetorically challenge you page after page: this is what performance excellence looks like—so why not go for the gold?”

Indeed.

Kim Starkey Jonker (Photo: Florence Catania, 2017) SAMIRA SMITH

What It Takes To Serve And Win

That said, no leadership book can turn every reader into a successful leader. Your executional discipline and suitability for role will also be part of the equation. I probed Bill Meehan more deeply. If you’re seeking more meaning and greater good as a future nonprofit leader, how to know if it’s right for you? What are you actually signing up for?

Three themes emerged from our conversation:

1. Consider the nature and size of the opportunity. This book offers the data to prove what you already know: the non-profit sector is a chronic underperformer by any set of measures (and finding the right metrics is its own strategic challenge). Chaos and poor performance is always an opportunity for new leadership. But the real upside to make a difference becomes vivid when you read the rest that the first chapter of Engine lays out: the operating environment of this sector will become even more intense in the coming decade.

“Talent and operating costs will rise, earned revenue will stay limited, investment returns will shrink and most non-profits will need a lot more money,“ commented Meehan. “But remember, retiring Baby Boomers are also about to deliver the largest wealth transfer in modern history—where will that flow? How will it be used? So looking at both demand and supply, this sector will need a major jump of management skill. And because donors increasingly want to know their money is well used, and because society is desperate for better civic performance, there’s going to be a premium on leaders who can deliver impact.”

2. Define what it takes to be successful. Bill Meehan quickly acknowledged that “just because it seems noble, doesn’t mean you should—or can—do this kind of work.”

“Before you jump, check yourself against three criteria. First—it’s a calling. Do you hear a voice, have a visceral feeling for some cause that pulls you? Education, homeless vets, clean water for our townships, whatever—if it doesn’t personally drive you, you won’t be successful.”

“Second, you’ll need insight and courage. Insight meaning you can analyze why some social strategy works. If you’re running a rehab center, can you figure out what makes the addict show up? Build a charter school in a poor neighborhood, can you see that you have to have the parents participate too? You have to be able to find the mechanisms that create change.”

“You need courage because it’s hard to go into jungles and build a clinic. Scary to ask donors for a lot of money in order to survive. Scary to be paid less than you could in a regular job when you have a mortgage and kids in school. Scary to be hated by people opposing the program you’re leading. But remember, courage is not lacking fear; it’s being steadfast in the face of fear. Insight and courage are not magical genius. Our book gives examples of how they can actually be learned.”

“Third quality is ethical fiber. That’s now sadly lacking in the for-profit world, but it still matters for mission work. You need to know what the right thing is to do. And more important, how to find out what the right thing is, if it’s not evident. Successful leaders in this sector constantly define and navigate the moral boundaries of their work.”

3. Get ready to work harder and smarter than your business job. “The capitalist system has superb incentives to get people to do things and reward those who succeed. You’re going to have to be cleverer and more determined to motivate and align a social sector organization. When you create value in a business, customers pay you for it. In nonprofits, the people who benefit from your programs won’t be the ones paying for it. So another one of your hands is tied behind your back. And finally, given the complexity of the social and economic systems you’re working to transform, change will take years. When Ashoka’s Bill Drayton created social entrepreneurship in the 1980s, it was fifteen years before donors started to see the fruits, and began to really invest. Nonprofit leaders have to get good at keeping things going, while sacrificing for years. Because success can be so elusive to define, the hill can be even steeper.”

Looking Ahead

Meehan finished on a more optimistic note. “This kind of leadership is not for everyone. Some people may simply want to serve as a volunteer or board member, or engage in philanthropy to help fund the sector. But if you think you have what it takes, don’t miss a leadership opportunity if one comes your way. Behavioral science has shown that ‘happiness’—however you might want to define that—flattens out once people reach a certain compensation. After that, personal meaning drives our spirit. So why not help make a better world?

(Photo: Shutterstock)

Originally published on Forbes.com

Categories
Leadership

Bigger Than Baseball: Leadership Lessons From The 2017 World Series

The Houston Astros celebrate after winning baseball’s World Series, Nov. 1, 2017 (AP Photo/Matt Slocum)

Last week’s World Series is now history. But before you turn the page on that baseball story, take one more look, in the context of a bigger conceptual map. The tale has some interesting strategic lessons about a paradigm broader than our national pastime, about leadership in a world increasingly dominated by automated intelligence and the continuing convergence of machine and human learning.

Embracing Moneyball

Okay, so how about those Houston Astros? They won a thrilling World Series against the Dodgers in seven dramatic games, capping a multi-year strategy to take the trophy. Hats off to them, climbing from “worst to first,” from league-losing laughingstock to the spirited victors that bested three of the most formidable (and bigger payroll) rivals in the final month of play. As Ben Reiter of SI.com nicely chronicles (and even predicted in 2014!), the Astros’ gutsy rebuilding plan yielded a major turnaround. They did it thanks to great new talent and a relentless embrace of the now famous “Moneyball” model.

Moneyball (popularized by the pioneering statistic-based management of the Oakland A’s Billy Beane) has been its own revolution for baseball: a transformational innovation driven by empirical analysis of past player performance, which coaches use to more strategically hire and orchestrate their squads against competitors. Analytics-driven strategy has been evolving for a couple of decades since Beane’s breakthrough, and is now followed in some version by most teams.

But Also Embracing More

Five years ago, Houston’s owner, Jim Crane, went looking for a general manager to take Moneyball up another notch. He hired Jeff Luhnow, a mid-level recruiter for the St. Louis Cardinals; Luhnow was also (more significantly) an ex-McKinsey consultant and tech entrepreneur, trained in engineering and economics.

Luhnow soon built a computer-savvy, scientific and quantitative research team unmatched in pro baseball. Before long, “the Astros developed into the one of the most industry’s most analytically driven organizations, relying almost entirely on data to navigate through a full-blown rebuild,” as sportswriter Jared Diamond reports. After a few years of experimentation, the investment in super analytics started to pay off. The Astros began winning much more consistently.

Discovering Both/And

But as Luhnow also conceded in his interview with Diamond, the new Astros magic was not just science and technology but also “the human element–especially “blending them together.” The sports reporting suggests that the strategy succeeded because, over time, it moved beyond the all-too-common “either/or” choice of automation vs people, and instead adopted a fusion of “both/and.” Astros-style Moneyball was beating other teams because of the more human touch the club brought to algorithm management.

For example, the Astros made recruiting choices that innovatively combined “softer” people-related information (e.g. players’ personal backgrounds, health, swing idiosyncrasies, etc.), with more objective performance stats; their managers also took care to leverage the subjective intuitions of their scouts and seasoned staff during hiring and strategy processes. Numbers-driven talent development was continually buttressed by extra human effort along the way too. At a critical moment, for example, the front office added key (and more expensive) older players to mentor younger newcomers and build more team spirit. Luhnow and players also give plenty of credit to Astros field manager (head coach), A.J. Hinch for his strong leadership, motivational communication and personal trust-building belief in the team.

Houston Astros field manager A.J. Hinch and general manager Jeff Luhnow talk during batting practice at Minute Maid Park, April 4, 2017 (Photo by Bob Levey/Getty Images)

Evolution And Learning

The analytical-human fusion developed in stages. At first, some players resented being turned into a number. Luhnow reportedly went through his own epiphany, and then launched an educational and relationship-building effort to help players understand how and why analytics could make such a difference to them as a team. The campaign helped further humanize the culture.

As the Astros approached the final games of the championship, Luhnow and Hinch once more added to the people side of the ledger, by turning the local city’s hurricane disaster into community-spirit opportunity. The managers endorsed team members’ efforts (including their donations, volunteering, and public discussions) to support Houston fans looking for solace in the wake of Harvey. No number-crunching can explain the motivational chemistry that arose between this Cinderella team and the 40,000 screaming fans showing local pride in the hometown bleachers.

One Size Won’t Fit All

In the wake of the World Series victory, Luhnow acknowledged the importance in rebuilding the winning team of people, culture and analytics together. But he was also quick to downplay any universal formula. As he told Tyler Kepner of  the New York Times, “Not every plan makes sense for every team . . .  But where we started, with the worst team in baseball . . . we really had no choice. We had to focus on developing our own, and when the time is right, adding to it.”

But Lessons Nonetheless

Luhnow rightly waves off proclaiming a generic blueprint for World Series victory—every Major League team is different, and no step-by-step replication of Astros 2017 will guarantee someone else the next trophy. There are just too many variables in play.

But the Astros’ story does hold a few deeper lessons for leaders, beyond baseball. I’ll mention four.

Lessons No. 1 and 2 affirm what strategist Michael Porter long ago taught. First, if the rules of competition shift—e.g. baseball brings quantitative analytics to what was once just a gut-judgment sport—you have no choice but to join the arms race. Owner Luhnow knew he needed to play Moneyball too, if he wanted to have any hope of bringing the Astros back. Whatever your game, you can’t fall behind the  protocols of today’s competition.

But then Lesson No. 2 says: Getting in the new arena is simply the price of admission. To win the now more serious game, you have to also go above and beyond—be different or better than everyone else. The Astros raised the stakes in the Moneyball wars by putting extra horsepower into their analytics—but then went  another step further, artfully combining human and organizational strategy with the hard numbers. What will you do, to be better and different in your game?

Lesson No. 3 echoes the wisdom of more recent strategy thinking: innovative business models iteratively evolve. The new leaders of the Astros grabbed analytics full-on, but then dynamically adapted, adding more human aspects, based on year-by-year experience. Like the Astros, you need to have the patience and fortitude to keep experimenting and learning as you develop your strategy over time.

A Deeper Insight For The Future

Lesson No. 4 takes us into more subtle issues, of a global economy increasingly transformed by technology-enabled knowledge. As we hurtle towards a new reality of algorithms everywhere, growing artificial intelligence and robotic work, how will leaders in fact make strategy? Or does the forthcoming “singularity” now trivialize the question?

Photo: Shutterstock

Nobody knows, of course. But savvy bettors believe that at least for the foreseeable future, victory will go to the entities that most adeptly combine computing and human intelligence,  both learning aided by technology and learning still in people’s head and hands. The Astros are a micro-case of an organization that successfully combined the two for their sports challenge. But this is only one more small datapoint in an ongoing trend. How will you find the right combination of algorithms and people for your challenges?

Each New Algorithm Forces More Human Innovation

For every leader today, success in building tomorrow’s strategy must begin by exploring the relative value-added of machine versus people in doing work—and then deeply understanding the boundary where the utility of algorithms stops and human effort still matters.

That search continues a process traceable to the dawn of civilization (as nicely explained in Philip Auerswald’s Code Economy). Since earliest time, man’s knowledge discoveries have been progressively turned into tools and technology, at each stage creating a platform of codified intelligence on which the next phase of human endeavor then improves. Cave symbols allowed for writing, which in turn spawned printing, which then led to industrial machines. And then on to calculators, computers, algorithms. With every inflection point, a new need—and opportunity—emerges for the next phase of human creativity to develop. Each new smarter machine impels yet another S-curve of even smarter human work.

The cycle continues today.

So pay attention to it. The final and deeper lesson of a small historical event called World Series 2017 is to think intentionally, now more than ever, about the ever-shifting boundary between codified knowledge and the spirited creativity of people—in whatever you do. The more acute your understanding of that boundary and the more clever you are in finding new ways to bridge it, the more likely you are to hit a really big home run.

George Springer homers in game seven of the 2017 World Series. (Photo by Sean M. Haffey/Getty Images)

Originally published on Forbes.com

Categories
Leadership

Why Managers And Leaders Have A Lot To Learn From Trump’s Presidency

Donald Trump speaks with John Kelly at the US Coast Guard Academy in May. The president recently named Kelly as his new chief of staff. (Photo credit:SAUL LOEB/AFP/Getty Images)

President Trump has once again hired a new chief of staff, to bring needed order to a White House rocked by infighting and missed opportunities. Many people hope that John Kelly, a veteran Marine general known for his organizational rigor, will now provide “adult supervision.” Critics voice pessimism: rigor or not, no chief of staff will ever discipline this famously impulsive celebrity president.

But Kelly has gotten off to a promising start, moving swiftly last week to improve White House information flow and meeting protocols. So far, so good — but will Trump tire of yet another new manager? And even if Kelly survives, can he change the game? Will new rules about memos and staff access in the West Wing be enough to lift today’s presidential leadership to a higher, positive level?

A Living Case Study

Trump’s personality is reason enough to be bearish. But suppose the coming of John Kelly were to make a significant difference. What would that actually look like?

The question might seem like just one more inside-the-Beltway parlor game. But as a thought experiment, it might actually hold relevant lessons for organizational life today. As the story unfolds, we are watching a living case study, offering an opportunity to consider anew how managers and leaders find success in working together.

Rethinking The Default Assumption

Early day aspirations for Kelly & Trump seem modest and uninspiring. Many believe the Marine general will simply take more control of the fractious White House staff,  but “Trump will still be Trump.” Kelly might also be able to exercise his standing to “guide the President towards some non-partisan problem-solving.” But the default assumption will still be that president and chief of staff will remain a fundamentally old-fashioned hierarchical relationship, where Trump always has the last word. If so, the best hope is that the subordinate will exercise enough career confidence to gently improve the daily operating context for his leader, nudging periodically to limit damage, and help the boss put a few more points up on the board.

Alas, it’s an organizational model from the Wax Museum of Mad Men Era Management.

A More Modern And Strategic What-If

But suppose instead, some magic dust fell from heaven — and then the White House began to operate like leading-edge organizations now pacing transformation in every sector? In such cases, how do managers and leaders work together to win?

In brief, they operate more like partners, not Boss and Apprentice. As partners, they commit themselves to common goals. And then they collaborate to build effective strategies and innovate, to drive results and create major impact.

Photo: Shutterstock

Let more fairy dust now fall. How in this magical world would Kelly and Trump develop such a partnership in the White House?

Here are a few principles from a more aspirational playbook:

1. Begin by defining success, not personal prerogatives. White House watchers, obsessed with palace intrigue, chatter about how much authority Kelly will wrest from Trump, and whether Trump will allow the chief-of-staff to control him in any way. It’s a debate bereft of higher purpose. Leader and manager must clearly find a way to work together, but a more partner-like relationship can form if these two men first agree on longer-term goals for this administration– not simply who gets to do what.

Leaders and managers start right by identifying, and then clarifying for all stakeholders, the vision and goals of success. It’s the necessary prelude to developing the strategy and organization to make it happen.

2. Think about roles not rules. The best organizations frame leadership and management in terms of differentiated function, not relative power — leader for vision, inspiration and change; managers for process, tracking goals, delivering results. That’s not to say a leader — e.g., a president — won’t have authority over his managerial chief-of-staff. But instead of arguing about turf and battling about  restrictions, Trump and Kelly might emphasize the different roles each must play to achieve the most strategic impact, even if those roles will sometimes (and necessarily) overlap.

Trump captured the enthusiasm of many voters with a preliminary vision about “making America great again” — but he now needs to develop it further. Kelly knows how to turn ideas into programs and get results from people. He too faces major challenges to do that. Manager and leader will make the most progress by calling on their relative strengths and functional differentiation, working together in pursuit of higher strategy, not dueling about visitor access to the Oval Office.

Like the best CEOs and COOs Trump and Kelly should emphasize roles ahead of rules.

3. Build process and trust through real work. Sure, leaders and managers do have to finally agree about who does what and when. But figuring that out should be done over time, with  partners forging and adjusting  the collaboration through  practice — together developing strategy, learning what works and doesn’t work, managing talent. Bureaucratic, ego-enhancing negotiation about status, conducted in a theoretical vacuum,  is just a fast ticket back to the Management Wax Museum.

4. Develop the partnership into a broader organizational platform. A good manager-leader partnership goes beyond feel-good collaboration between the two main parties. It stands or falls  on the basis of the broader impact it creates. Both roles must contribute, and both roles must be accountable for the tone, tempo and broader organizational culture driving strategy.

To achieve impact together, leaders and managers grow the extended enterprise they share, turning it into a foundational platform to influence a broad ecosystem of stakeholders. Business leaders and managers build organizational platforms to shape networks of customers, governing directors, networks of experts, market influencers, members of broader value chains — as well as continuing to recruit and develop talent for their own company.A collaborative president and chief of staff will create a White House platform to guide policy and transform action across Congress, cabinet agencies, branches of the military, voters, foreign leaders, the press, and more. It’s not about better staffing of edicts or modulating Twitter feeds. The right strategic partnership must mobilize people, ideas and focused talents, creating more influence and followership in every critical arena.

OK, maybe now even Heaven has run out of fairy dust. But as Trump and Kelly struggle along to find the right kind of “adult supervision,” ask yourself what your own potential for a more strategic partnership might be — with your favorite manager? Or maybe your favorite leader. What’s your playbook for that?

Actor Jon Hamm (R) unveil Mad Men character Don Draper’s wax figure at Madame Tussauds, New York on May 9, 2014 (Photo by Cindy Ord/Getty Images for Madame Tussauds)

Originally published on Forbes.com

Categories
Leadership

How To Be A Horizontal And Vertical Leader At The Same Time

Photo: Shutterstock

Do you find leading your organization to be a constant balancing act? Sometimes you’re giving people flexibility to link up and learn, to “be their best”— but then you’re pushing them to the limit, demanding results. You want to be interconnected, horizontal, and coolly supportive of people far and wide — a true “network leader” — but you also want discipline and vertical respect. Old-fashioned hierarchy can still have its place.

Tired of balancing “command” versus “community?” Maybe it’s time to get off the horizontal/vertical see-saw and think differently about your organization.

Getting To Both/And

So argues Chris Fussell’s new book, One Mission: How Leaders Build a Team of Teams. Fussell (assisted by C.W. Goodyear) sketches a compelling “both/and” approach, exhorting leaders to build “hybrid organizations” that blend networks and hierarchy in the same enterprise. The former Navy SEAL and now McChrystal Group business consultant writes that network-hierarchy fusion is not only doable, but even critical. And why not? Today’s global economy forces every leader to master the cognitive dissonance of granting freedom all around, while also continually seeking higher performance. One Mission is a blueprint for building a winning hybrid organization to support your business strategy.

Chris Fussell, author of One Mission, and partner, The McChrystal Group (photo: by permission of The McChrystal Group) MCCHRYSTAL GROUP

Beyond A Team of Teams

A decade ago, Fussell was aide-de-camp to Stan McChrystal who was leading a global Counterterrorism Task Force in the Middle East. The two worked together, developing what McChrystal described in his own book as a “team of teams” — a high performance intelligence and commando operation across the region to meet the then unprecedented network terrorism of Al Qaeda.

McChrystal’s strategy-cum-memoir of 2015 painted an inspiring picture of transforming the bureaucratic dinosaur of allied military intelligence units into a nimble and deadly effective network too, dramatically increasing successful strikes against insurgents. McChrystal’s story highlighted a new organization model that combined “shared consciousness” among networked but still hierarchically-organized units with “empowered execution” by front-line soldiers. The book insisted it was a formula  that could also benefit commercial organizations competing in today’s interconnected and volatile world.

Business leaders rallied to McChrystal’s New York Times bestseller, but for many, the book lacked how-to, non-military detail. Fussell’s successor volume, crafted with two subsequent years of business applications, redresses the gap. One Mission serves up valuable under-the-hood analysis of what McChrystal first pioneered — making the team-of-teams vision that much more actionable for businesses today.

The High Performing Hybrid Organization

One Mission now explains why “team of teams” worked so well in war, and more important, how its hybrid organizational model is now delivering higher performance in business. Fussell explains that the magic is created by leveraging the strengths of each organizational approach and in tandem offsetting the negatives. The big idea is that savvy hybrid leaders leaven the structure of vertical bureaucracy with a more respectful and empowering culture of horizontal networks.

This is not the first call for bringing network and hierarchy together in one enterprise. As Fussell notes, “academics have been writing about this for years,” and of course the infamous matrix organization model is a living museum of corporations trying to achieve the both/and of org-chart structure and team-based flexibility.  More recent experiments to note might also include Nonaka’s “hypertext organization,” networked community platform businesses (e.g. Uber, Task Rabbit, Airbnb), Red Hat’s “open-ish organization,” Zappo’s holacracy, and others.

But there’s something new and valuable in Fussell’s book. One Mission goes beyond the original McChrystal team-of-teams story, now providing a more detailed discussion of what it takes to actually build the hybrid. As Fussell explained, “Structure is important, but this hybrid only works with the right kind of leader, constantly setting an operating context for people to work together across silos and boundaries.”

So how does a leader create that context?

Understanding Organizational Dynamics

“It begins,” Chris Fussell elaborated, “by understanding the positives and negatives of both parts of the potential hybrid. You have to get beyond the traditional framing of either/or.”

“You can’t throw away what works in a bureaucracy — optimization of assets, accountability, long- term planning and development of talent, certain linear decision-making processes. But we also know bureaucracies can be rigid, slow and risk-averse.”

“Teams and small units, by contrast, are unmatched for their spirit and agility of performance; also their ability to make non-linear decisions and innovate on the fly. But they have disadvantages too: they get dug in with their own micro-cultures, creating parochial echo chambers, and then they won’t collaborate with other units”

“Sometimes a small team will connect with other people — which is human — and form networks, which is good. But then another negative: there’s no real plan or accountability when they do. Flash mobs or loose communities will arise, but they don’t get anything done long term. Just remember, for example, Occupy Wall Street: lots of engagement, but no lasting change.”

“After working with several business clients, we realized that capturing the right strengths of both hierarchy and networks is partly design but mostly about leadership — showcasing expected behavior, setting context, and encouraging ongoing experimentation — building a culture that honors and signals the need for both structure and freedom at the same time. The leader of a hybrid organization has to let go of control, but also not let go too much.”

Four Imperatives

So how to do that? Fussell’s book offers four imperatives for leaders, each framed under a “one mission” culture: many small teams operating as a structured but flexible community, freely operating but engaging and accountable to another; guided to keep learning and take action towards a shared performance goal.

The four imperatives each demonstrate a synthesis of  horizontal freedom and vertical structure that shapes the performance of a “networked hierarchy.”

1. Create an “aligning narrative.”

The all-dominant performance mission begins with leaders creating an “aligning narrative.” This first step is a bonding story of community and duty that cuts across “tribal prejudices,” aimed at building shared commitment among all. The narrative appeals to both reason and emotions to focus everyone on the same meaningful outcome — a classic tool of hierarchical alignment. But the storytelling must also still respect the frequent need for individual units to go their own way to meet the challenges of shared mission — thus swinging the pendulum towards network freedom and flexibility.

As Fussell commented, “the leader must weave stories in a way that each of the “tribal units” sees threats and opportunities beyond their own smaller perspectives — and come to the realization that only by working together can they ever reach the desired performance.”

2. Foster “interconnection.”

Small teams and “tribal units” create their own realities that silently block listening to others, retarding collaborative innovation (endemic to a hierarchy) — so the leader must work tirelessly to foster communication and learning among all, going beyond formal structures (facilitating open, organization-wide exchange; cross-team problem-solving and reflection to form social networks, and vice versa). S/he must also accelerate cross-boundary communication, by judicious “embedding” of key influencers across and even beyond the organization. These “planted advocates” tap into knowledge and trade problem-solving insights with sympathetic partners.

In the Middle East military theater, McChrystal achieved “interconnection” by hosting and moderating community-wide open intelligence briefings, and also placing knowledgeable allies in contributing civilian organizations (e.g. the CIA). Fussell has now been profitably applying the same approach in commercial organizations, for example, by creating multi-unit briefings and network formation among historically adversarial groups working on one company’s technology service programs.

“The key,” Fussell noted, “is for leaders to facilitate the information sharing, encouraging people to start ‘thinking out loud together’. A good leader will pull the right values and ideas out of a community, by challenging people to reflect on the bigger issues that the leader himself or herself is facing. That raises the level of thinking and helps build the aligning narrative.”

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3. Shape the hybrid organization’s “operating rhythm.”

A hierarchical organization moves slowly but acts deliberately and  hedges risk. Networks can be fast and fluid, but also volatile, or sometimes ephemeral. At its best, a hybrid organization will not just balance deliberation and execution but actually create a self-reinforcing cycle of both.

“The leader’s challenge,” Fussell explained, “is to help the broader organization find the right cadence to meet the pace of external threats and competition. The leader has to help the widely- distributed teams to develop a sense when to fall back—and listen and learn from others — and when to turn those lessons into action.”

In fighting Al Qaeda, McChrystal wanted to ensure field operatives were continuously sharing intelligence across the entire network — and then at suitable moments converting that knowledge into living strategy, using new, superior insights about the enemy to beat terrorists at their own game.

Fussell highlighted a similar tempo he helped establish between group learning and front- line action, in a major sportswear manufacturer plagued by supply chain issues. “Over time the company evolved an effective rhythm of continuous improvement, with different units learning how to problem-solve together: first  understanding what was causing delivery failures; then moving rapidly to implement fixes; and then falling back to analyze the next and higher level of issues, then to collaborate on solutions again, and so on.”

4. Reinforce “decision spaces” for front-line operating units.

“Better to ask forgiveness than seek permission” goes the old cliché — and a liberating cry for anyone frustrated in a bureaucracy. But too much “permission-free” action can  literally bring down a company — yet not enough innovating freedom can also spell doom, if competitors are moving faster than you. Which they always seem to do.

Thus another hybrid organizational solution, again reflecting  “both/and” — define specific boundaries (as a hierarchy), for when permission-free action is not only allowed but encouraged (as a network). It’s the job of the leader to unleash and also leash: delineate well-defined decision-spaces that clarify when acting on your own might risk the success of the entire mission, but at the same time, within “the red lines,” also encourage rapid entrepreneurial action when need or opportunity arises.

As Fussell recalled: “McChrystal’s development of decision spaces across the Counterterrorism Task Force was a major breakthrough, enabling the collected operational units to up significantly their strikes against the enemy. In businesses, we’re seeing the same liberating power of decision spaces, leaders intentionally framing front-line empowerment, so they can act more quickly and confidently than before.”

Becoming A Hybrid Leader

One Mission is rich with technical insights and examples that bring to life building an effective hybrid organization. But as I questioned Chris Fussell, he kept returning to leadership itself.

He concluded our conversation with quiet reflection about the man at whose side he had learned so much — and then went on to extend his comments in more impersonal terms.

“McChrystal always says how building a ‘team of teams’ forever changed his assumptions about being a leader. He had to begin by transforming himself, shifting his own identity to someone who doesn’t command so much as instead creating context for others to be successful.”

“Good leaders, including now many of our commercial clients, become  humble. They don’t abandon control but use it to create structure for continuous development of a performance community. And instead of focusing on themselves, they devote their efforts to building the capabilities of others, giving them the knowledge and freedom to act whenever mission demands. That allows them to achieve things far greater than any one person or team could ever produce.”

Retired General Stanley A. McChrystal, and Chris Fussell, at The New York Times New Work Summit, March 1, 2016 (Photo by John Medina/Getty Images for New York Times)

Originally published on Forbes.com

Categories
Leadership

How To Hire And Develop Critical Thinkers

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Are there too many “alternate facts” and “decisions-by-Twitter” in your company? Do you need more people who can pick apart a specious argument? Weigh the pros and cons of a vendor’s pitch? Analyze constructively assumptions behind next year’s strategic plan?

Maybe your enterprise is suffering from a serious lack of critical thinking.

If so, how do you find, hire and develop more good people who can think that way?

Everybody’s Asking That Too

First, welcome to the club.  Leaders everywhere are seeking sharp critical thinkers. Advertised job postings requiring the skill have doubled since 2009. And a recent Davos World Economic Forum report lists the same capability as #2 in the top ten skills for the global economy in year 2020 (up from #4 ranking in 2015; and both lists have “complex problem-solving” as #1.)

So just as you already know, and probably were afraid to hear: critical thinking is only becoming more critical.

Some help in making sense of it all is now on the way: The Critical Advantage, a lively and informative book  about critical thinking by William Gormley, Professor of Public Policy & Government at Georgetown University. Mercifully concise, this volume (published by the Harvard Education Press) is a sparkling read that’s both big-picture and practical, with bite-size samplings of history, a little brain science, and well-guided tours of critical thinking in education, work, and civic life. (Don’t be deterred by a misleading subtitle emphasizing “schools”–the book goes way beyond educational reform.)

Professor William Gormley, Georgetown University (photo, by permission: Trellace Lawrimore)

Why Now?

I began my recent conversation with Bill Gormley by asking, why now? Why the urgent need for critical thinking today?

His answer invoked the familiar cocktail of accelerating technological and socio-economic change.

“Today’s global and interconnected society is exposing us to more different people, with different views, and mounting amounts of new information. We need tools but also the human capability to sift through it all, and evaluate everything coming into our lives. And it’s not just about assessing this or that argument. We also need critical thinking to help set priorities and be adaptable to all the change coming at us.”

“In the age of Twitter, our attention spans are getting shorter. Better critical thinking can help us preserve something fundamentally precious: serious human conversation.”

Alarm bells appropriately sounded, I next asked the Georgetown prof to elaborate on his book–and provide some “application specifics”  for building more critical thinking into organizations. Here’s what I learned.

A Road Map

1. Begin by understanding what critical thinking actually is. No, it’s not just criticizing other people’s ideas, or being a smart aleck. It’s a generative contribution to good decision-making, and more.

Gormley’s capsule definition is a mouthful, but every piece counts: “An open-minded but focused inquiry that seeks out relevant evidence to help analyze a question or hypothesis.”

Which is to say, critical thinking is about asking tough questions, considering and re-considering your own views in light of evidence presented, and connecting what you know to what you’re learning as arguments unfold. So if you sit through someone’s Powerpoint prez, what gets you to your final judgment—“That rings true,” or “Frankly, I’m not really convinced”—is your critical thinking. You use it to question the presenter, understand the assumptions, test and revise in your own mind what might make the best answer.

You do it every day, and probably don’t think about it enough. And some people do it better than others. Do you?

Gormley distinguished critical thinking from other cognitive abilities for the workplace. “It’s a complement to creative thinking, which is much more about novelty and inspiration, vs. analysis and weighing of arguments. Both have to be brought together to do problem-solving. Problem-solving typically leverages critical and creative thinking to find a solution to a particular issue. In the end, it’s helpful to imagine an overlapping Venn diagram among different kinds of thinking. The best performance results from  harnessing all three of them.”

(Note to readers: You might enjoy comparing and contrasting this discussion with my previous posts on creativity and problem-solving).

2. Mindset matters as much as intellect. We moved from definitions to more serious implications when Bill further peeled apart the concept.

“By my view there are three elements of critical thinking: doubt, self-doubt, and the search for good evidence.”

His first element was obvious enough: “doubt” means being skeptical, or  “recognizing flaws in arguments, pointing out weaknesses in a particular case, being willing to speak up and point those out.” Doubt pairs nicely with his third element too: “distinguishing good evidence from bad, evaluating the sources of evidence, and the like.”

Gormley’s real breakthrough was his second element: not just “doubt” but “self-doubt” too. Here the concept borrows from theories of emotional intelligence and embeds leadership behavior of a special kind. “To be a great critical thinker you also have to be humble, and open-minded about your own views as much as those you are listening to. You have to be willing to admit you might be mistaken, and that what you believe might have to change—if the evidence warrants it.”

Note also another subtle reference to leadership behavior in the first element, about being doubtful of others. If you’re going to make a challenge, voice a specific critique, you have to have organizational courage–and that  sometimes means “speaking truth to power.”

3. The real challenge today is forging collaborative critical thinking. As Gormley continued, he added another all important nuance. Criticism must be both civil and constructive.

“When you challenge someone else, raise doubt about their conclusions or evidence, you have to do it respectfully. Self-doubt is  important because you need to communicate you’re not making a personal attack—that you too might be wrong, just as you think they could be wrong.”  The Georgetown professor stressed the point because so much work is now done collaboratively. Thus the real trick is to operate with critical thinking across teams and groups, building a culture of people using it as a shared–and respectful–problem-solving tool.

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“The old model of critical thinking was something like the Rodin statue—man sitting on a rock, alone, head bent over, deep in thought. But just as great ideas are increasingly the work of group collaboration, critical thinking also has to become a group capability. The new leadership challenge is how to socialize ‘constructive doubt’—for yourself and your entire team.”

4. Use simulations to screen job candidates for the skill. Though The Critical Advantage is not an HR handbook, the author had a few crisp ideas about harnessing his concepts to the search and hiring of critically-competent talent.

“First, absolutely mention the specific skill in your job postings— and the more you can actually define what you’re really looking for, the better.”

“Once you have candidates, screen them for their actual critical thinking abilities. Various written tests exist, but they tend to be narrow and academic. Better instead to engage would-be hires in a situational interview.”

“For example, ask candidates to talk about a decision or challenge in their former job, or more generically, something they wrestled with earlier in their life. Best of all might be to give them a specific challenge in your business today—and then ask how they would break it down. Listen for how they think about evidence, how much skepticism and also self-doubt they admit as they work through the situation for you. Focus less on their overall ‘answer’ than the thinking process they follow, and the style and personal demeanor they bring to the discussion.”

5. Use your own leadership practice to model and shape the capability. Gormley implicitly invoked the classic wisdom of “be the change you want to see,” emphasizing the all-important role for leadership.

“Whether you hire new people or are developing existing team-members, start by modelling the behavior yourself. Show doubt, self-doubt and respectfully challenge others. Ask about evidence and sources for an argument or plan. Make sure your own presentations highlight and evaluate evidence when driving to a conclusion.”

“When someone you work with does the right thing, praise him or her to show the way. And watch out for critical thinking that gets personal and negative. You need to correct that right away.”

Photo: Shutterstock

“There are other organizational strategies to follow, too. For example, organizing skill-building workshops (e.g., the role play methodology of different thinking styles called ‘DeBono’s Hats’); creating evidence-based templates and protocols for presentations and meetings; and even organizing the layout of your office space to encourage more mixing of different people. Steve Jobs famously set up the bathrooms in Pixar so the engineers and artists would bump into each other more often—which built some new relationships, enhanced both the creative and critical thinking of the organization.”

6. Don’t just hire for the skill—build a longer term talent pipeline. Having done a lot of research on public schooling, Gormley was quick to underscore the value of education—and why building skills for critical thinking ideally starts at a young age.

“Schools are the rock of Gibraltar for this skill. Nobody spends more thinking time with kids than their teachers. Unfortunately, most of what passes for skill-building in classrooms is tasking the best achieving kids to analyze literary or historical texts—and it ends there. That can be valuable—but it isn’t reaching as many kids as it can, and what’s missing so often is building critical skills directly related to workplace needs.”

“There’s no reason that has to wait until people join the workforce. In many ways that’s too late. Apprenticeships, internships, career academies (schools within schools that deliberately blend academic and vocational learning), and other educational connections between companies and schools are great ways to bring the critical thinking needs of a job into a school, and school-based learning to the work of business. The most strategic companies are investing in bridging the realms of work and education to build and access the future talent they need.”

Photo: Shutterstock

7. Strengthening the capability strengthens our society too.

Gormley finished by reflecting upon the benefit of better critical learning for America’s civic culture.

“Social media is now wrapping us all in cocoons of belief systems that we share only with other people like us. We’re getting more polarized and losing the self-awareness to ever doubt our own opinions. Nor can we respectfully critique—and learn from—others. We need to free ourselves from the technologies that are imprisoning us, and emphasize technology that liberates us. We have to do that somehow, if we’re going to think critically with one another as citizens in a democracy.”

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Originally published on Forbes.com

Categories
Democracy Featured

Today’s Democracy: Amend It, Don’t End It

Town hall meeting hosted by Congressman Luis Gutierrez (D-IL) on March 6, 2017 in Chicago, Illinois. (Photo: Scott Olson/Getty Images)

Put aside the conspiracy theories, latest Trump tweets and wonky wars of healthcare: let’s think bigger picture and longer term—on the future of democracy itself. Is rising populism, anti-government rage, and scorched earth partisanship destroying self-governance as we have known it? Or just signaling a cyclical downturn? Maybe the political system we hold dear is collapsing into history.

Ah, history. Not just a sad destination but also a helpful friend for serious future-gazing. Can’t democracy’s origins and past development help us understand how resilient our current system of governance might be? And provide insight to the long-term prospects for our democratic way of life?

Those questions brought me to Paul Cartledge, recently retired Leventis Professor of Greek Culture at Cambridge University, and author of a recent magisterial survey on the origins and development of “governance by the people”: Democracy: A Life (Oxford University Press, 2016).  

More Power To The People—Or Less?

I spoke to Professor Cartledge after my January conversation with another thought-provoking academic, Roslyn Fuller. Fuller had voiced pessimism about today’s democracy, but in her own new book, proposed an ancient-style solution: lance the boil of popular frustration about bureaucratic and distant representative government by “going back to an Athenian future”—embrace technology and some other structural changes to give all citizens direct say and participation in political decision-making.

“Heavens, no!” exclaimed Cartledge.

“Yes,” he continued, “for the longest time we’ve had a deficit of democracy in our governing systems—but now we’re having a surplus. Our recent U.K. referendum on Scottish independence (and again in the news), the disastrous and barely majoritarian outcome of Brexit, and the disturbing election of your new President—the last three years have been some of the most tumultuous of my adult life. This kind of decision-making has not represented sound ideas of an informed population, and but it does portend the potential for a dangerous abuse of popular power, perhaps even fascism.”

Paul Cartledge (Photo: Steve Kimberley) STEVE KIMBERLEY

“Using smart phones to vote or  summon up more direct democracy is not what we need. The best hope lies with moderating populist trends underway. Representative-style government can be improved, but it’s still the best answer for the scale of governance nations must undertake today.”

Democracy Through The Ages

To dive deeper, Paul recounted a brief history of democracy, following his  book.  I probed repeatedly on three questions: What does past practice teach  about what makes democracy strong, and resilient? What makes democracy break down? What should leaders today do to keep it alive for tomorrow?

Our discussion ranged across Cartledge’s years of research (particularly pre-modern history), and some of his own early career politicking. He offered no simple solutions—there are none– but he commented insightfully about challenges and hopes for preserving western democracy. A few of the enlightening themes follow:

1. Democracy in practice has not been a timeless, static concept but rather a march of punctuated experiments that “learn from the past.” Cartledge emphasized that although “democracy” is loosely applied to different regimes in history, its workings—and cultures—have varied, often substantially, over time. “In judging success and resilience, we need to understand that direct, full-on participatory system of ancient Athens was very different from, say, what the Romans developed in their Republic, or of course the representative model of today’s Anglo-American constitutions. In fact, even in Athens itself, the role of the individual, the institutions, and the decision-making practices were different in different phases of its  history. ‘One size does not fit all.'”

“But ‘democracy’ does demonstrate some thematic historical consistency—organizing people around concepts of freedom, equality, and participatory self-governance, though varying in different constitutions. Leaders today should understand how those concepts worked in different cases—the dynamic of how different versions of democracy  functioned—and what made each succeed or ultimately fail. Democracy in the west has been a series of ongoing experiments, each attempting to improve upon the shortcomings of previous models.”

Mixed Constitutions

“For example, the Athenians took measures during the fourth century BCE to minimize the volatility of the more free-ranging participatory politics of the fifth century. The Roman Republic similarly adopted a so-called “mixed constitution” which institutionalized checks and balances between popular and elite governing bodies, building further on the painful lessons when Greek democracy degenerated into “mobocracy.” Those same lessons were taken to heart by drafters of the U.S. Constitution to produce your system of “checks and balances,” separating powers among branches of government.”

So what are today’s leaders learning from history? Campaign rhetoric still rings about “draining the swamp” and changing this or that procedural rule to beat the other party—but who’s really thinking about fixing the failures and improving our system overall?

2. Each new “experiment” brought fresh compromises and  new vulnerabilities to the democratic model. Just as every organizational design has strengths and weaknesses, so have different models of democracy through history. Cartledge referenced Athenian efforts to stabilize their democracy in the fourth century BCE—reducing legal lawmaking authority of the people, creating new officials to quality-control decision-making—that lessened the dangers of “mobocracy” but also “made for a less vital, more top-down culture of participation.” The “safer” mixed constitution of the Romans reduced citizen participation to “mostly voting in elections and town hall- style discussions,” but it also contributed to rising popular anger that opportunistic generals would later mobilize against one another, in civil war that destroyed the Res Publica. The same model encouraged bribery and favoritism by elite politicians to get plum assignments in the growing empire—another blow to the common good.

Ancient statue of Cicero, Roman statesman of the Republic. (Photo: Shutterstock)

Now consider our democracy today, with its own trade-offs and compromises. Rigorous checks and balances offer critical stability—but also enable our system to get bogged down in litigation and lobbying, cross-branch in-fighting, and molasses-like decision-making for a global economy demanding ever more agility. What might a future model of democracy do to alleviate  that? 

The Power Of Community

3. Despite differences, all democratic models try to create “a community of citizens.” Athenian democracy, the most radical form of self-governance, was built on a community that promised political freedom and equality coupled with giving citizens a say—and obligation—to steer their own destiny. Its ethos was to share commitment, opportunity and sacrifice, all on behalf of the community that citizens themselves comprised.

Later democratic constitutions through history designed different versions of a “citizen community,” though inevitably systems of checks and balances, and “mixed approaches” ended up creating conflict among different groups of stakeholders.

Far-seeing politicians have tried to mitigate that, as Cartledge points out, by redefining, and shifting the emphasis of freedom—away from “freedom to [do something, e.g.. having a say in one’s governance],” to “freedom from [interference, e.g. protection of personal rights].” One great advance of the Roman constitution, as he explained, was a  broader extension of citizenship than Greeks allowed in their time, providing a range of special protections to people in the growing imperial state.  But the privileges did not include the same kind of freedom that Greek citizens enjoyed—while the sacrifices Roman citizens were asked to make (military and financial) were comparably onerous.

From ‘We’ To ‘Me’

The imbalance between rights and sacrifices has often made democracies vulnerable to popular backlash. Thus Cartledge again: “The demise of the Roman Republic was a collapse of the ‘culture of we’ into a ‘culture of me.’ Power-hungry generals built factions of citizens to back them first in political power and then out-and-out civil war, trading military support for grants of conquered land.”

“The breakdown of community has throughout history been a driving causes of democracy’s failure. You can even argue that the rise of  philosophical schools in the fourth century BCE and later, and the turning away from community towards personal ethics and knowledge contributed to the loss of Greek democracy.”

How much, in our current culture, are the growing popularity of self-help and personal improvement, advocacy for deep individual rights versus community prerogatives stoking the decline of democracy today? Is there a way to rebalance the mix, to recapture a “greater good”?

4. Democracy thrives on economic growth and moderation of inequality. Today there’s plenty of talk about how the ravages of globalization and slipping wages are fueling populism; and why growing economic inequality is not just morally unfair but bad for our own democracy. Professor Cartledge once more invokes the lessons of history.

“The golden age of Roman Republicanism came in the third and second centuries BCE, when their proto-empire was growing  across the Mediterranean world—providing benefits for a wider population and new material wealth for social generosity. And the terrific expansion and prosperity of the fifth century Athenian empire—further enabled by their use of slave labor—greatly enhanced that city-state’s ability to invite, and also pay for, all citizens to participate in self-governance.”

Elite Competition And Sauve Qui Peut

“During the most vital years of Athenian democracy, the danger of unequal distribution of wealth, and corresponding social volatility, was offset by a strong culture of public contribution by the rich. Wealthy people were heavily taxed to pay for public festivals, naval ships, and athletic games (“liturgies”). The genius of the model was how it created benign competition at the top—the elite were constantly trying to outdo each other in giving the most magnificent gifts to the public good. Everyone benefited.”

“But the mechanism was fragile. When Athenians started losing militarily to the Spartans, rich people blamed the demos and began resenting public contributions. Athens suffered a couple of oligarchic revolutions against its democracy, and the delicate social compact always broke down into well-to-do vs. poor.” In the final phase of its democracy, the wealthy elite abandoned  public liturgies, and instead used their money to curry political favor with the new Macedonian rulers who  conquered Athens in about 330 BCE.”  Community became sauve qui peut.

5. Democracy’s viability is tested under external pressure and survival is never guaranteed.

Different democratic systems have risen and fallen through history, noted Cartledge, often collapsing when some external shock tore apart the fabric of political community.

“When Athenian democracy yielded to its oligarchic revolutions, and then later to external conquest, those events threatened the survival of the state—breaking the social compact between rich and poor. Even great leaders—like Pericles in the fifth century— struggled to stem civil destruction in such crisis. Throughout history, war and resulting domestic strife have repeatedly undermined democratic systems–in Rome, England and France, and of course, in a very close call, your own Civil War.”

That said, Cartledge also reminded me that, on the long view, democracy in its various forms has bounced back repeatedly, evolving into different configurations of power-sharing. “But you can’t take the survival of any constitutional system—including our current ones–for granted. Athens’ version did eventually disappear, as did the Republicanism in Rome.”

Consider now today’s challenges. If war erupts from simmering conflicts with Russia, China, or North Korea, will our own constitutional way of life necessarily survive? Will our leadership be strong enough not just to prevail in a showdown of force but also to preserve civic freedom, equality and decision-making?

Photo: Shutterstock

A Blueprint For Leaders

Paul Cartledge closed with a few practical suggestions for strengthening current democracy.

1. Double down but improve the system of checks and balances. For Cartledge, the growing populist empowerment—proliferating referendums, mobilizing movements through social media and the like—now threatens stable democracy. Rather than abandon our “mixed constitution” he argues simply to strengthen it—make it simpler, more nimble, and ultimately more participative, while still preserving its core of check and balances.

2. Revitalize representation and political parties. Cartledge argues that the size and scale of nation states, and their breadth of population will continue to require representative government; similarly political parties—“though full of various compromises, these are still the best way to unify different policy points of view, and avoid fragmentation.” But he also believes both can do more to engage citizens—not necessarily as decision-making arms, but for discussion, town-hall conversation and debates, and generally to include many more people of all backgrounds in the broader formulation of policy choices. If there is a good use of social media and technology, he adds, it should be more for this— to engage citizens in a more vital way, but not as a substitute for decision and policy-making by elected representatives.

3. Build (and rebuild) a stronger sense of political community, especially through the education of citizens. Cartledge pointed repeatedly to the importance of “community” in different democracies, and emphasized why an educated and informed citizenry must be one of the cornerstones of such culture. 

“Old fashioned civics lessons had some value—but frankly, even more important, is ‘education by doing’—I think there’s much to learn from ancient democracy, which saw the engagement  of citizens in public life—in courts, festivals, assemblies—as a focus of learning and growth for every member of the community. Creating modern mechanisms to build increased participation of our citizens—for example selecting people by lot (“sortition”) to perform more government roles, engage in policy forums, etc.—might recreate the kind of civic education that was core to Athenian democracy. Instilling such experience could be one of the strongest ways to protect our democracies today.”

Originally published on Forbes.com

Categories
Democracy Featured

Time To Disrupt Our Powdered-Wig Democracy

Founding Fathers at the U.S. Constitutional Convention–as depicted on the $2 bill. (photo: Shutterstock)

The January 2017 stock market is showing plenty of optimism, but the political sphere swirls with anxiety. People—of all partisan stripes—worry about our democracy’s decay. Will the political system of freedom and equality as we know it survive? Will it weather the leadership style of the U.S. president-elect? Meet the challenges of rising populist nationalism and growing totalitarian regimes?

Too Much Incrementalism?

Alas, most ideas about “fixing democracy’s problems” seem narrow, self-serving or incremental: abolish the Electoral College so the popular vote always prevails; end gerrymandered voting districts, so representation is more fairly mixed; support President Obama to pass more executive orders to protect against abuses by Donald Trump.

Is that really enough to save democracy? Maybe we need to swing for the fences—not just mend the procedural edges, but instead rethink the whole system today. Why not really disrupt our powdered-wig representative model that’s become a morass of distant legislators, conniving lobbyists, and aloof commanders-in-chief (#DTS)?

Yeah, rock on, argues Roslyn Fuller, in her cracking recent book, Beasts and Gods: How Democracy Changed Its Purpose and Lost Its Meaning. Fuller, a researcher in Law at the Waterford (Ireland) Institute of Technology, has been writing about the limits of status quo democracy for several years—and believes the only hope now is complete revolution.

Dr. Roslyn Fuller, Waterford Institute of Technology (photo: Brad Ateke)

No, not armed insurrection. Fuller wants more literal revolution: circle back to democracy’s invention, in Greece about 440 BCE. What’s needed now, she insists, is recapturing the spirit and mechanisms of deeply participative and engaged political communities, as ancient Athenians once created. We should rediscover the world of real civic life, as when, in the shadow of the Parthenon, every citizen served, deliberated, and voted month after month to steer their own futures.

The Parthenon of ancient Athens (photo: Shutterstock)

Giving People The Power

Beasts and Gods (invoking Aristotle’s famous discussion of man’s socio-political nature) makes an impassioned case for why, in an age of declining political institutions and growing social media, it’s time to double down on democracy’s true essence: full-on civic engagement by all, hands-on contributions to the government by everyday people, and organized mass decision-making. Forget fixing gerrymandering or changing rules for lobbyists: just give millions of people a direct role in making their own laws, and deciding how their money will be spent. Imagine if you someday had real and regular say in the kind of healthcare you’d have, the schools you want for your children, what to do about terrorism, and the taxes you’d pay–and that you even played an occasional hand in implementing the policies?

Of course our founding fathers explicitly steered the U.S. Constitution away from such “people power” (let us beware of “mob rule”!)—but Fuller believes their design decisions have wrought debilitating, unintended consequences: representational elections that neither represent nor excite people; game-changing influence of wealthy interests; decision-making gridlocked in a blindingly fast global economy.

Ancient statue of Aristotle, ancient political philosopher (photo: Shutterstock)
Ancient statue of Pericles, general and democratic leader of classical Athens (photo: Shutterstock)

Channeling Pericles And Aristotle

The book begins with an edgy and acerbic question: if modern democracy is so great, why is everyone now so unhappy? Fuller answers coolly, buttressed with plenty of data: today’s system simply isn’t engaging the people it’s supposed to empower. She goes on to explain why small fixes won’t ultimately fulfill freedom-loving citizens; and then, as if channeling Pericles and Aristotle, insists that western civilization once created a better version—and whose time for rediscovery has now come.

Ms. Fuller next explores adapting the model and spirit of Athenian direct democracy to a modern world hungry for more self-governance. Fuller is no antiquarian—she doesn’t envision chiton-wearing citizens arguing before water clocks in the open air. She simply advocates replacing the musty 18th century constitutions we still live under with the classical practices and humanistic values that, some two-plus millennia in the past, allowed hardworking farmers and shepherds to govern themselves successfully.

Social Technology For The Best Political Purposes

So how to reinvent this ancient model for ourselves? Perhaps predictably, this young legal scholar emphasizes the promise of technology, imagining an institutionalization of the real time conversations, debates and decision-making already underway across social media networks today. She further argues that technology could help scale up classical-style democratic experiments emerging in a few American cities and other parts of the western world, such as virtual open town meetings (where citizens debate schools, traffic patterns, or plans for affordable housing, etc.); and participative budgeting (providing opportunities for everyone to see and vote on priorities for local spending).

Her discussion at times seems incomplete–but in fairness, this 260 page book is less a reengineering blueprint than a visionary thought experiment. Skeptics will nitpick many of the suggestions, and scorn the incomparability between ancient and modern– but I guarantee Ms. Fuller will make you think differently about the trillion dollar bureaucracies we call democracy today.

In Search Of A Few Core Principles

When I spoke to Roslyn Fuller, I asked her to extend her analysis by offering some “core principles” of the classical democracy, to frame a more accessible summary. We kept the discussion general enough to be applicable to both political and business contexts (since many companies today are also wrestling with democratic-style management.)

Summarizing a complex system of institutions and human beliefs is no easy task. But the list that follows can get any would-be democratic revolutionary started:

1. First understand why democracy matters. Advocates of current democracy stress the freedom, equality, and personal rights it guarantees citizens. Fuller argues that the fully participative, Greek-style version produced greater justice and performance for society overall. “The Athenian model surpasses modern democracies in three ways: greater legitimacy—when everyone is involved and deciding the critical issues of the state, there’s no filter of depending on some representative who can pervert your preferences; greater stability—instead of the every four year big fight about elections, participative democracy is more of an ‘agile organization’—ongoing deliberation and decision-making, and thus smoother adaptation to change; and greater accountability—there’s nobody else to blame when the policies are truly decided by the people who also have to implement them.”

2. Clarify and build the member community. Fuller acknowledged that the Athenian system was as much about the strength of a community as it was about egalitarian institutions and processes. “Obviously it’s difficult to recreate the kind of cohesive relationships they had. Like it or not, we’re all organized in nation states now. But there would be opportunities to build more truly democratic communities on a smaller scale, in cities and regions. And technology is now unifying groups of people across time and space; networked democracy is an emerging new model. But whatever the scale, without the right human relationships—and a clear understanding of who ‘belongs’ to the engaged community—the classical model won’t work.”

3. Create “pull” for large-scale participation: Declining voter participation bedevils modern democracy, according to Fuller. She argues we need to make it much more worthwhile for people to play a role in their own governance—in lots of different ways. “I don’t suggest citizens should be required to vote, but they ought to be paid for their civic service, of all sorts. That was a real innovation in the Athenian revolution. When you couple material incentives with giving everyone an opportunity to do real work and decision-making, you’re promoting participation that will build more legitimacy and accountability. When people see the value of engaging, they will engage—and democracy becomes more vibrant.”

4. Amateurs and experts side by side. The author of Beasts and Gods was passionate about undoing the modern “tyranny of the elites”– but also calling on expertise when needed. “Ancient democracy was more alive because a large part of the government was literally chosen by lottery. Citizens took turns serving in different public and administrative offices, and on juries—all the time, regardless of their previous experience. But some critical positions were also reserved for people with demonstrated skills (chosen by vote). The military generals—on whom the city’s survival depended—were not amateurs.”

“The model thrived through the combination of deep knowledge when needed, coupled with everyday experience and perspective that kept things practical and meaningful for citizens.”

5. Decision making that’s fluid, efficient and consequent for all. Athenian citizens argued and voted to make policy on an ongoing basis—but decisions weren’t based on consensus, nor was there tolerance for endless debate.

“Issues and court cases were debated within rigid time frames. Many people think of democracy as a talking shop, but efficiency was actually a major priority for ancient democrats,” commented Fuller. “They believed in closure and had procedures designed specifically to prevent entrenched factions from forming, and, above all, from paralyzing effective state action. They recognized that there was a point when arguments had run their course, and that they were better off throwing their weight behind a democratic decision than seeking to wage a war of attrition among themselves. They knew they had to survive as a community before they could prosper as individuals.”

6. Ensure the value and civility of community communication. Fuller attributes much of today’s democratic decline to media practices. “Communication is essential to creating community, and we live in a world very different than ancient times—where people were primarily informed by public debate, or by friends or family members. Today’s mass media now dominates thinking; and it has the potential to unfairly shape and trivialize important issues (which it often does).”

“These imbalances are similarly reflected in social media, which can be unduly negative. There is little point to being constructive when you don’t have the power to implement positive outcomes. And lacking that power, people have learned the dubious pleasure of ‘venting.’ We’ve come to a point where a stream of criticism is seen as helpful conversation– rarely the case. A participatory community needs to focus on constructive outcomes.”

“Unless democratic leaders have the courage to elevate the discussion of important problems, their participative community will fail.”

The Moment Is Now

I closed by asking Ms. Fuller why reinventing classical democracy was now so urgent.

“People everywhere have good ideas–but also pent-up frustration. They’re just not being listened to. Democracy can’t be an every four-year event anymore. Technology affords us better means to engage and tap into those being governed, and ultimately letting all of us govern ourselves.”

“Of course more will be needed than just technology. But if we don’t create the mechanisms to harness the talent and energy of all people in democracies, our governmental systems are just going to collapse—or be taken over by somebody else.”

Originally published on Forbes.com

Categories
Leadership

Will President Donald Trump Learn On The Job?

President-elect Donald Trump listens to questions from the press, November 19, 2016. (Photo by Drew Angerer/Getty Images)

To: Mr. Donald Trump

Dear  Sir:

I didn’t vote for you, and like many others, I was surprised by your electoral victory. But now that you’re about to become my president, I hope you’ll succeed. I’ll be the first to agree that Washington has its swamp-like characteristics that could use some cleaning up. And America’s place in the world certainly needs repair. Godspeed on all that, for sure.

But I’m not writing you today about policy. This note is about becoming a more effective leader as president. I’ll cut to the chase: you’re going to need to get really good at learning on the job.

I know you’re having all sorts of advice thrown at you, but trust me: this bit of coaching is about as important as anything else you’ll hear.

Learn Or Fail

Why? Well let’s be blunt: your success as this nation’s chief executive is not guaranteed. There’s a real risk you could fail. Since November 8, maybe you’ve been dreaming about becoming another Lincoln or FDR. Maybe, maybe; but I can also imagine tomorrow’s textbooks could end up ranking you with James Buchanan or Warren G. Harding. Nobody even remotely civic-minded today wants that for you.

(Photo: Shutterstock)

I know what you’re thinking: “If I weren’t already good at learning in real time, and everything else about being a leader, how do you think I made myself a billionaire and then got elected president?”

Common Protests Of Successful Leaders

Other successful leaders often protest the same: “There’s nothing I have to learn in my next gig because I already know how to win.”

But this new job is unlike anything you’ve ever done, and one way or another, every recent president has always confessed the same thing– nothing they did before ever completely prepared them for this ultimate elected office. The successful ones all learned and improved as they did the work—and the lessons they learned were often painful. The best presidents grew in their jobs, intentionally reflecting and acting to make themselves better leaders, month after month.

Look, in terms of your readiness to learn on this job, I see plenty of red flags. By various reports, you have a pretty big ego, don’t like to admit to any failure, and you tend to “go with your gut” instead of doing a lot of detailed planning and analysis. Not a great recipe for continuous improvement and consistent performance breakthroughs.

Yeah, you can get by with winging it, and a lot of the time, just barging your way through. And obviously you have your victories to show thus far. But even just speaking as a gambling man, I might ask: why not hedge your bets a little more for this next mega-big roll of the dice?

Mr. Donald Trump, just imagine if you amazed the world, by every month by getting smarter and better as President…

Abandon The Myths About On The Job Learning

OK, so what do I propose concretely, to help you get better at learning on the job?

Well,  you can get started by abandoning four classic myths.  These are the dangerously seductive beliefs that bring down many proud leaders like you whenever they take up a big new position.

1.“If you’ve already been successful in something, you’ll be successful in anything.” Success builds confidence, and fuels your willingness to take on new challenges. And doubtless much of what you’ve accomplished and know about building hotels, condos and golf courses will carry over to big plans you’ve been talking about. Like renewing our nation’s infrastructure; and doubtless the famous wall with Mexico. But it’s doubtful whether it can help you with reforming Obama Care, shoring up our national security, charting our strategy with China. You gotta understand a whole lot of different stuff to do that.

Oddly enough, the success you’ve had in business may not just be irrelevant to such challenges; it might also cloud your judgment about finding good solutions. One of the treacherous aspects of past achievement is that it teaches leaders to see patterns that might seem suitable for lots of other situations–but that really aren’t. Sometimes those patterns apply, and sometimes they don’t. And when you wrongly compare past apples to new oranges, the results can be, as you’re fond of saying, “a total catastrophe.”

Successful CEOs stumble this way frequently. Rick Thoman failed miserably as the freshly appointed CEO of Xerox in 2000, when he tried to apply his experience from a celebrated IBM turnaround to the deeper culture and more complex power dynamics of the copier company. Apple’s retail store wunderkind Ron Johnson brought JC Penney to its financial knees in 2012 when, as its new CEO, he wrongly tried to apply the pricing and brand strategy of the computer company to the low-cost chain.

And remember—both those guys were confidently transferring lessons across what was still one business to another. Presidents have to move laterally a lot more broadly, from arena to arena, frequently and quickly, each more different than the next.

And so not surprisingly, presidents are also not immune to applying the wrong lessons learned to the wrong problems. George Bush’s appreciation of democracies around the world offered false hope to him that the invasion of Iraq would spawn a sturdy culture of self-governance among warring Shiite and Sunni tribes. It didn’t turn out that way.

The Dangers of Outsourced Thinking

2. “All you need to do is hire the right experts.” Yeah, of course expertise around you matters—and it looks like you’re working hard to find some knowledgeable people for your cabinet. But beware: when leaders start handing over responsibilities to this or that guru, sometimes they end up micromanaging—and missing the opportunities of taking real advantage of the superior knowledge they were proud to hire.

But even worse, a leader will get intellectually lazy. I know you’re busy but you also can’t just outsource your thinking to a bunch of clever and experienced subordinates in the cabinet or the West Wing.  Or to people who just like you. You’re not hiring them for flattery or facts, you’re hiring them for problem-solving. And that always requires analysis, debate and collaborative innovation.

It’s your job to make that happen—which means you’re going to have to learn enough about the critical domains to ask your experts the right questions, and ensure they’re hitting the right issues. And when they disagree with one another, you’ve got to resolve the conflicts and find a way to get them working together once the best answer is identified. To do that, you’ve got to know enough to be confident to understand that answer, and be ready to challenge substantively—or even fire–any expert that’s holding back progress.

A quick example from a great president. At the start of the Civil War, Abraham Lincoln, with little military experience, relied heavily on  General George McClellan to plot and conduct the Union campaign.  The results were disastrous. But behind the scenes, Lincoln was working steadily to build up his own understanding of military strategy. Eventually he achieved the confidence to replace McClellan—turning instead to the more determined and savvy Ulysses S. Grant who went on to defeat the Confederacy. The smarter Lincoln became about things military, the more he saw and trusted the genius of Grant.

3. “Homework is for wimps.”  It’s often said that your preferred mode of learning is not reading, but instead talking to a lot of different people, with different perspectives. Talking and listening to others is fine, and the more varied your sources the better. But the work of a president is magnitudes of complexity more than you’ve known in your life—you’re not going to be able to get by without also leveraging the economy of the well-presented written word; and also being a lot more intentional and disciplined in tackling what you don’t know.

Here again the story of Lincoln in the early Civil War. As the battles raged, and while he also wrestled to keep the government together in a time of national crisis, the sixteenth president was furiously doing his homework to get smart about conducting a war. He studied books of military doctrine, sought the advice of former generals, created maps and discussed campaign ideas with a stream of different visitors to the White House. And his homework included more than just talking and reading. Lincoln went on personal tours of the battlefields, and over time led the decision-making in key elements of Union strategy, learning from setbacks as well as the gradual successes.

Lincoln entered office as a military novice and completed his first term as an accomplished war president. He had plenty of help from great generals like Grant, but he never stopped building his own capacity to lead the overall cause.

Abraham Lincoln (Photo: Shutterstock)

Beware Pride

4. “Humility is for losers.”  You’re a proud man and have much to be proud of. However, you don’t seem to like people who attack or even challenge you. You fight back when they do, and it’s made you tough and strong. One can fairly say it’s a big reason you’re now our president-elect.

But your pride may be the biggest barrier to your longer term success. Deep learning can only be achieved by first admitting and understanding your mistakes—which will come, sooner or later, to your presidency. Similarly, no valuable counsel can ever be gained from others unless you are ready to concede they may have something to teach you. It’s not about weakness or acting meek like a a loser. It’s about getting smarter faster, in a world that’s changing more quickly all the time.

A White House Photo-Op To Remember 

Last week, when you visited the White House, the nation for a brief moment saw you sitting next to President Obama, the man you had so regularly insulted during the campaign. Both of you smiled, shook hands, and you projected a sense of someone suddenly in awe of the job you had just won. Mr. Obama spoke quietly and courteously to you, and you did the same with him. He seemed to respond to the modesty you showed, like a fellow comrade fighting to protect the Free World.

U.S. President Barack Obama, shakes hands with U.S. President-elect Donald Trump in the Oval Office of the White House, Nov. 10, 2016. (Photo: Pete Marovich/Bloomberg)

Those of us watching thought, “Hey, Donald Trump might actually be open to learning in this new job. He’s got his pride and power, but it looks like there might also be a real streak of strategic humility. Whatever else you think of the guy, that might be some good news.”

Mr. Trump, remember that moment, that feeling, that mindset. You’re going to have to call on it many more times in the next four years.

Originally published on Forbes.com

Categories
Democracy

Building Community As If People Mattered

Photo: Shutterstock

“What kind of America would you like to have?

Instead of the usual electoral horserace questions, a recent focus group of citizens was simply asked about their vision for a better nation. Peggy Noonan, the WSJ columnist who reported the story, reprised the group’s answers–“a solid education system,” “no more war,” “people with joy in their work,” “our country leading again, including in morals”—and then reflected that the respondents were looking back to “when things seemed assumptive of progress.” She noted the comments, unexpectedly, emphasized not individual desires, but rather “hopes [that] were communal, societal.”

In Search Of Hope

I was less surprised than Ms. Noonan. Amidst rapid global economic and social change, as institutions and hierarchies erode, people everywhere are trying to find—or rebuild—communal values, to restore some collective optimism to their lives. It’s happening throughout society: in neighborhoods, towns, businesses, churches.

And they are searching for a new kind of leadership to help with that. Many Americans, looking beyond this toxic election, are wondering about something more universal: how do the best leaders actually succeed in “building community”—whatever the would-be community might be?

The ‘How’ Of Community Leadership

That question began my recent conversation with Richard Harwood, a practitioner and thinker who since 1988 has devoted himself to such inquiry. His Harwood Institute for Public Innovation has helped transform thousands of communities around the world, strengthening collective progress among people who share some common purpose.

(Photo: Corey Wilson. Permission The Harwood Institute)

Though renewing American rust-belt cities first put his Institute on the map, Rich’s experience has since grown to include  lessons for leaders of many kinds of communities, whether geographical, regional, or virtual; whether the relationships are political, economic, or business strategic.

It Begins—And Ends—With The People

What unifies it all for Rich Harwood is people: building a community always comes back to the core, its human members. As he explained, unless a leader lives that truth, no progress can ever be sustained.

“But ironically, the more ‘community’ has become important to leaders—as it has in recent years—the more they’ve squeezed out the human element as they try to ‘fix the problems.’ They gloss over what people really care about. A new generation of technocrats has turned community building into a Gantt chart, endless initiatives following a schedule. Even worse, they often frame challenges around their own good—not the common good.”

Turning Outward

Rich went on to describe how would-be community leaders must “turn outward”—away from themselves, instead focusing horizontally on members, their relationships, and their collective yearnings for progress. “Great leaders build community from the outside in, talking and listening to people in their real lives. They abandon the heroic ego of directing top down.”

As we spoke further, a deeper conceptual infrastructure of Harwood’s accumulated experience emerged–about leadership mindset and skills, how to diagnose the state of a community, establishing the right context (creating “public capital”), and promoting a “ripple effect” that encourages other leaders, groups and citizens to join in.

Six lessons for community leaders seemed particularly distinctive:

Hope And Understanding

1.Your most important job is to help people have hope, and believe in the possibility of progress.

“Members of a struggling community may talk about problems, but what motivates them is hope for a better life, and belief that they might somehow get there. Great leaders will acknowledge challenges—but they rapidly pivot to summon a ‘can-do’ spirit among as many members as possible. Nothing’s more important than sparking a sense that if people work together, they will succeed.”

2. You earn credibility as a leader through authentic understanding of the community itself.

Instead of raw power, Harwood’s approach stresses leadership credibility: becoming trusted as someone who truly understands the opportunities, traditions, networks and relationships which give life to a community. A good leader doesn’t mandate; he or she co-creates.

“Regrettably,” Rich explained, “’community understanding’ often gets defined as data—a poverty rate, school drop-out statistics, etc. Of course data is useful—but it can crowd out what’s really on people’s minds. A leader must combine data with ‘public knowledge’: what people are feeling, talking about, and aspiring to, even if those collective feelings are out of sight.”

“A few years ago, we worked in Mobile County, Alabama, to help accelerate school reform that had been bogged down ever since the 1954 Supreme Court decision of Brown vs Board of Education. Polarizing race issues stymied progress: many whites blamed bad schools on unwillingness of blacks to improve their lives, while many blacks felt the root cause was an implicit effort to maintain local segregation. The data highlighted the stagnant student test results, low graduation rates, declining spending, etc.”

Photo: Shutterstock

“But when we brought together the various community and civic groups, a steering committee formed to engage citizens about their shared aspirations. Local leaders were surprised to learn that white rural people felt just as neglected educationally as members of the black community. The conversations sparked interest for more people, both black and white, to get involved, working together to improve the schools. This new ‘public knowledge’ stimulated critical collaboration that ultimately led to increased educational funding, new math and science programs, and improved teaching and test results.”

Does Political Identity Matter?

“How important is political identity?” I asked. “Do leaders have to be ‘the right color’ or ethnic origin, or have deep personal experience in a community?”

“Of course those things help—but they’re not required. Most important is that you have the trust and right relationships—and achieve real understanding of people involved. You also need courage to face what will be tough challenges from some of those same people—and demonstrate back to them you really care about helping the community build itself up. Leadership can’t be about you; it has to be about everybody else.”

Building Momentum

3. Build momentum by first getting people to work together and then helping others see their progress.

Harwood prioritizes “getting people on the right trajectory”—starting and then building momentum with achievable, hope-inspiring collective work.

“Another misunderstood community leadership practice is ‘creating vision.’ Those exercises can become blue-sky, untethered from reality. People get discouraged when there’s no forward movement. Great leaders start by leading community conversations, and then guide members towards valuable but near-term achievable goals. They build on that progress over time.”

“Mobile County again serves to illustrate. The leaders there laid the foundation for measurable school reform, beginning with local discussions about people’s shared aspirations. Those first steps mobilized a sense of common purpose and public support for more educational funding; that in turn allowed the leaders to involve the broader community in making concrete reforms. As more people worked together, and saw initial success, still others joined in.

Photo: Shutterstock

4. Foster “can-do” narratives,” not disconnected storytelling.

Storytelling has become a new pillar of leadership, but Rich Harwood explained how it can sometimes be counter-productive. “People don’t need isolated tales of nostalgia or stories that don’t lead to action. Much more energizing is when leaders encourage what I call “can-do narratives”—accounts collaboratively constructed by members that are coherent, positive and forward-looking. The best of these evolve organically—laying out the trajectory people see themselves following to achieve longer-term success together.”

“I saw the power of such narratives years ago, in Battle Creek Michigan. Teams collaborating on an initial pilot project constructed a story for one of their retreats, like a Dr. Seuss kids’ book. This ‘Battle Creek Fable,’ as it came to be called, confessed why they had been struggling, and what they now wanted to achieve to improve local education, healthcare, and social services.”

“They actually acted it out as a little play at the retreat, and then later shared it more widely, as a public document. As they updated the narrative every few months, it became a chronicle about themselves–how they overcame initial barriers, and then began to succeed—and where they next wanted to go. It successfully engaged others to become part of the movement.”

Everyone At The Table?

5. Lead with “pragmatic selectivity”

Another community-building myth Harwood explodes is “always getting everyone around the table.”

Photo: Shutterstock

“If you pursue that too literally, it can kill momentum– and people lose hope. An effective community leader is ruthless about making choices—who to ‘run with’ (the right partners, citizens most committed to real change, etc.), where to productively start collective efforts, how fast to move, etc.”

“The right balance is to be ‘opportunistically inclusive’—work with whoever is authentically willing to collaborate on goals most people agree on. In the Bible, Abraham had a tent that was open on all sides—so that travelers from everywhere could come in. The good community leader, like Abraham, must be ready to accept new travelers once they are ready to join the collective effort. You should never exclude anyone who legitimately wants to help make progress—but the leader must avoid getting drawn into arguments with naysayers who harp on problems instead of solutions.”

Virtual Or Not

6. Lead even more intentionally if the community is virtual

Over the years Harwood’s practice has expanded into helping leaders of regional networks, extended virtual partnerships, and larger, technology-enabled communities. He emphasizes that community-building leadership, whatever the setting, follows most of the same principles that work in smaller towns and cities.

“Building hope, creating momentum for progress, being selective in where and how you work to create initial trust—the practices are essentially the same. But at greater scale, or in virtual situations, the leader does have to be even more intentional, almost exaggerated at times–to help people work together when they don’t know one another or even see one another.”

“With virtual, the typical pitfall is over-emphasizing technology, instead of people’s hopes and aspirations. Remember, virtual communities will likely not be people’s primary source of relationships—and it’s easier for them to opt out.”

“Larger, and virtual community-building calls for particularly focused leadership: to really understand the public knowledge across members, and being clever in packaging it so people understand one another’s deeper aspirations. The leader must also take extra care to nourish the broader context that fosters collective action—opportunities for people to collaborate on something winnable, encouraging face-to-face relationships whenever possible, creating more easily understood narratives when members are online.”

Why All This Now?

I closed by asking Rich why building better communities today really mattered—and why it mattered so much to him.

“Everywhere I look, people are losing hope. They see a status quo that isn’t working. We’ve come to an inflection point, too many people sensing we can’t go on like this.”

“But at whatever level or in whatever domain you’re living and working, the greatest source of progress through history has always been ‘the community.’ Tomorrow’s best leaders must do whatever they can to rekindle the can-do spirit of that fundamentally human invention. It’s the challenge that still wakes me up every morning.”

Originally published on Forbes.com