Leadership Lessons from 127 Hours

Rarely does a movie get an 8.7 out of 10 in the reviews, so I had to go see the movie 127 Hours about Aron Ralston, the hiker who got trapped under a boulder in 2003 while mountain climbing in Utah, and had to amputate his own arm to free himself.
This was an incredible story of survival.

The guy had to drink his own urine to survive after running out of drinking water and finally had to break his own bones and cut off his own forearm with a dull blade and use a pliers to tear through his tendons in order to finally dislodge himself after 5 days of being trapped.
But what is even more amazing to me than what Aron had to do to survive is what he has chosen to do afterwards with his life.
Aside from the media appearances, motivational speaking, writing a book Between A Rock And A Hard Place, and getting married and having a son, Aron continues to be an ardent mountain climber.
While many people would actually choose to “lick their wounds” and basically find another hobby—a safer one, Aron continues to do what he loves—climbing.
He is not deterred.
To the contrary—he climbed Mt. Kilimanjaro in 2009 and still plans to climb Mt. Everest.
Aron inspires me, yet I have conflicting emotions about his choices.
Part of me thinks this guy is off the wall, since he took so many life-threatening chances (for example, climbing without even letting anyone know where he was) and nearly got himself killed, and now he continues to do pursue this dangerous sport with only one arm!
And another part of me is awed by him. He is unstoppable. He knows what he loves and he pursues it, no matter what: Terror, trauma, two arms or one, Aron will be climbing as long as he is able.
It is a great thing to be true to yourself, to have a passion, and to pursue it relentlessly. However, I believe it is a blessing to also have the wisdom to balance even the greatest of pursuits with sound judgement, so excuse the pun, you don’t end up having to cut off your nose (or in this case your arm) in despite of your face.
Aron is an inspiration similar to the movie character Rocky in terms of his determination and perseverance, but even Rocky knew when his health was at risk and it was time to hang his gloves up. Knowing when it’s safe to go and when it’s necessary to pause or even stop is an important part of our survival skills and it doesn’t mean that we are any less passionate about who we are or what we are about or believe in.
Passion should mean we responsibly grow into our pursuits and not unnecessarily die trying. In the movie, I got the impression that Aron was more than a little reckless, and he paid a heavy price for it, but I admire his bravery and that he continues to pursue his dreams.
In our organizations, we should encourage everyone to find their passion in the work they do—because that is a motivator for people that supersedes any paycheck or bonus management can provide.

Leadership Lessons from 127 Hours

Going From Peak to Peak

In life, no one has only peaks or valleys. Life is a continuous cycle, and we must traverse “The Wheel of Life” (an ancient belief of many cultures including Jews, Indians, and others) from happiness to loss, suffering, and then hope, and back to happiness again.

Why we go round and round as people and nations is an age-old question. While happiness all the time would certainly be more enjoyable and easier on us all around, it would defeat the purpose of life, which is to learn and grow. And unfortunately, there is profound wisdom in the adage, “no pain; no gain.”

No, that doesn’t mean we should become masochists, so that we learn and grow more! Rather, we learn and grow from difficult experiences and then we get to rest and restore ourselves to be able to apply those in lessons and take it to the next level in future circumstances.

So it was with interest that I recently read Peaks and Valleys, by Dr. Spencer Johnson (best-known for Who Moved My Cheese?).

The conventional wisdom is that if we’re not living at the top of the heap, then we’ve somehow failed. Johnson’s take is that both success and failure (what he calls “peaks and valleys”) have valuable lessons to teach us and are therefore important to experience. The book is about getting the most out of the peaks as well as the valleys of our lives.

Here are some thoughts that rung true—in my words and in Dr. Johnson’s:

#1 - How to handle the valleys:

• Learn to manage adversity, which helps you to mature and reach your next stage in life: “Between peaks, there are always valleys. How you manage your valleys determines how soon you reach you next peak.”
• Love and to give to others. “You get out of a valley sooner when you manage to get outside of yourself: at work by being of greater service, and in life by being more loving.”

#2 - Think strategically about where you’re going in life:

• Envision where you want to be to advance your goals. “A great way to get to your next peak is to follow you sensible vision. Imagine yourself enjoying your better future in such specific believable detail that you soon enjoy doing what takes you there.”
• Recognize the emotions that guide your actions (and that timing is key): “The most common reason you leave a peak too soon is arrogance masquerading as confidence. The most common reason you stay in a valley too long is fear masquerading as comfort.”

Overall, even though leaders may seem like they are always “above,” in fact everybody goes through regular peaks and valleys.

In addition, leaders have the added duty to find the way not only for themselves, but also to guide others through the “storms” of organizational life. This is a great privilege, but also a tremendous responsibility that necessitates that leaders lead with wisdom and integrity so that they help their organizations, and people, go capably from peak to peak.

Going From Peak to Peak

Why Be Led By You?

To be a great leader, you have to have the qualities that make others want to be led by you. Obviously, a leader without followers can’t lead anything.

A classic article in Harvard Business Review called “Why should Anyone Be Led By You?” by Goffee and Jones starts this way: “If you want to silence a room of executives try this small trick. Ask them, ‘why would anyone want to be led by you?’”…without fail, the response is a sudden hush. All you can hear are knees knocking.”

It’s humorous, but also right on. There are lots of people out there who are appointed, anointed, or otherwise advanced to positions of responsibility over others, but this does not make them leaders. To be a leader, a person must not ‘rule’ by authority alone, but by their ability to move people and organizations to greatness.

Most people say that what makes a leader is vision. And yes that is a vital trait, but there is a lot more—here are some others that differentiate the real leaders from the frauds:

· Wisdom—having the knowledge as well as ability to apply it to the specific situation. A leader knows what to do and when to do it. There is an implication of timely and relevant action. Finally, wisdom implies openness to new ideas and ways of doing things—innovation—and the customer-centric application of those.

· Integrity—a leader is reasonable, upright and equitable in his dealing with others. In contrast, corruption, dishonesty, greed, and nepotism undermine the very fabric of leading by example and preclude the possibility of creating a better world. Following a leader with integrity of being and of purpose is inherently meaningful and just.

· Compassion—some people call it empathy, but it is really more than just feeling for others, it is feeling altogether. It includes having the passion and determination to help the people and the organization innovate, modernize, and transform while being sensitive and responsive to all stakeholders affected.

· Humaneness—a leader is human being subject to frailties and failures, and is not to be confused with G-d (although some seem to think themselves almost nothing short of divine). Understanding that we all have weakness and vulnerabilities is critical to accepting risks, mistakes, and learning from these and growing past them. While we should demand and strive for excellence, we cannot expect perfection at every turn.

· Harmony—leading people means creating harmony between competing and conflicting people and points of view, so the organization can move forward in unity of purpose and the strength the comes with it. Often the biggest obstacle to success is not the competition, but the division or fighting from within. A leader brings people together and synergizes them so that the whole is greater than the sum of the parts.

· Communication—While people are sensitive to non-verbal cues, they are not telepathic, so clear, consistent, and compelling communication is essential to building the common vision and action plans to achieve the goals set out upon. A gifted, articulate leader can move people to action with urgency, purpose, and undying belief that neither reward nor retribution alone could rouse.

A leader with these six traits does not need to worry next time someone asks them “why should anyone be led by you?” The answer for them is clear.

Why Be Led By You?

With Age Comes Wisdom and Enterprise Architecture

The Wall Street Journal, 11 October 2007 reports that “in boardrooms these days, it is rare—perhaps too rare—for old-timers voices to be heard.” A main reason for this is that board members are frequently required to retire at age 70 or 72.

Are we to value or decry our seniors?

• Experience—some people are starting to questions forced retirement, since it is the older people that have more experience and expertise.Perhaps, we are wasting a most valuable resource by not tapping these older directors for longer.The same could be said for leaders, in general.Why put good leaders out to pasture, simply because of age?If leaders are healthy, have all their faculties and want to continue working, why not let their “wisdom, common sense, and institutional memory” continue to lead the way?
• Drawbacks—of course, we don’t want the elderly napping in the boardroom. Nor do we want “founder and their heirs” to main absolute control over companies and stifle healthy change and innovation.
• A balanced approach—probably, the best approach is to judge each individual case on its own merits, so that healthy, competent seniors can continue to be a source of wisdom to their organizations.

From a User-centric EA approach, it is important to recognize the valuable contribution that senior people in the organization can bring to the strategic issues that we face daily.

• Preventing mistakes—those who have served for 20, 30 or more years have a wealth of experience and institutional knowledge to keep the organization from making unnecessary mistakes.
• Sustaining creativity—seniority should not stifle healthy change, creativity, and innovation; also, just because something failed in the past, doesn’t mean it is a doomed approach forever.

With age comes wisdom, no question. But the organization needs to balance the valuable contribution of its seniors with the creativity, enthusiasm, and new ideas of new generations.

With Age Comes Wisdom and Enterprise Architecture