Fresh Tracks, Inc.™ Guide Posts

After percolating on Bob Johansen’s Leaders Make The Future for weeks, I pulled Dr. Howard Gardner’s 2006 book, Five Minds for the Future down from my bookshelf.  Back in 2006, Gardner identified five leadership minds necessary for success in an increasingly complex, 24/7 global society.  These five minds remain as relevant and rare in combination today as they were five years ago. Gardner asserts that they will likely be most valued in the years ahead, and I concur that all 5 fit the mindset of trailblazing leaders.    

Gardner, best known for his theory of multiple intelligences, paints a picture of challenging workplaces where machines take over most routine tasks and humans succeed by using their intellect to make sense out of overwhelming amounts of data and conflicting realities.  Gardner foresees “future empires made not of land, but of minds.”

My main takeaway:  Trailblazing teams involved in collaborative innovation in the workplace will flourish and prosper by cooperatively tapping the five minds.

Below I offer my synopsis of each of Gardner’s five minds. I also offer questions to spark your thinking about how you might incorporate and develop each of these five mental capacities into your own work:

1.    The Disciplined Mind - Think “practice makes perfect” or Malcolm Gladwell’s 10,000-hour rule.  It’s about consistency of effort to get really good at some purposeful intellectual aspect of your chosen profession – an area where you find true pleasure and meaning.  In his book, Gardner points to classical pianist Artur Rubenstein, who had been a child prodigy, but gave up regular practice in his early adulthood realizing he could “wing it” on stage. Then, feeling increasingly like a fraud, Rubenstein returned to honing his craft on a regular basis and was able to play exceptionally well into his 80’s.   So, as you think about where you can cultivate a disciplined mind in your career, answer these two questions:

• “What aspect of my work do I foresee as an area of expertise that I possess or would like to possess that will stay relevant into the future?”
• “Can I picture myself as a lifelong learner and expert of this subject matter?” 

2.    The Synthesizing Mind – This is the ability to gather, select and combine new valuable data into a coherent whole or framework that OTHERS, not just you, find useful.  Gardner’s feels this is possibly the most valuable mind for the 21^st century given the accelerating rate of data flowing at us as the landscape shifts below or feet. This is the trailblazer skill you need to be able to “see around corners” and EXPLAIN what you see to others.  I bet Gardner’s example of Charles Darwin’s combination of ideas to form his theory of the evolution of species by natural selection will resonate with you.  Now think about how this mind relates to you and your work.  As a thought starter, ask yourself:

• “What information am I the curator and instructor of already, or would enjoy becoming?”

3.    The Creative Mind - Here’s where your trailblazing comes into play in a major way.  According to Gardner, and his psychologist colleague Mihaly Csikszentmihalyi, true creative minds not only master a chosen discipline but turn it on its head to such an extent that they become recognized as innovators in their field, and then go on to exert influence in their subject matter domain. Gardner provides both individual trailblazer examples such as Alfred P. Sloan’s out-of-the-box managerial strategies and Milton Friedman’s unorthodox approach to economic theory as well as recent examples of trailblazing organizational “groups” such as Google, Amazon and Wikipedia.  So as you think about your trailblazing nature, ask yourself:

• “About what am I so curious that time seems to flow when I am immersed in this subject?”
•   “Is there a subject where I can’t picture myself EVER getting enough new data?”
• “Where am I most energized to experiment with new concepts, methods, theories, and/or systems and go beyond what’s known?

4.    The Respecting Mind - As recent demographic data suggests, leading from a global citizen perspective of respect for differences is and will remain critical for those who want to enter into trusting relationships to work together for the greater good. This mind goes beyond mere tolerance and political correctness.  It’s a deeply engrained belief system that is most authentic if nurtured while we are young and hopefully surrounded by good role models. Gardner describes Gandhi’s effort to reach out to Hitler, and Mandela’s work in South Africa, as “saintly” examples. I find that people who like to travel to the far reaches of the earth and meet new people typically possess this mind.  New York Times journalist Nicholas Kristof is a current example.  In order to gauge whether you possess this respecting mind, ask yourself:

•  “Do I listen to and dialogue with others to understand an individual’s or a groups’ background and viewpoint in order to work effectively with them?”
• “Has anyone accurately described me as dismissive or intolerant of another person because of our differences?”

5.    The Ethical Mind - Simply put, and hardest of all to do consistently from my observation, is the ability to act as a responsible global steward with integrity and an inner moral compass no matter the situation.  This mind is best cultivated when we have gained the ability to perceive the impact of behaviors and distinguish right from wrong.  According to Gardner, this level of discernment develops in a robust way when we begin to be capable of abstract, distanced thinking during our years of secondary school and college. However, it can be greatly nurtured in the young when surrounded by good role models of strong upstanding character.  The example the highlights in the book is the Italian community of Reggio Emilia that is probably best known for its highly praised “good citizen” educational approach for preschoolers based on the principles of respect, responsibility, and community.  In order to gauge whether you possess this mind, ask yourself:

•  “Do I speak the hard truth with kindness no matter the situation?”
• “Would those I’ve worked with in the past testify to my walking my talk in an uncompromising manner focused on the long-term versus compromising for some short-term gain?”
•  “Can I look myself in the mirror and answer yes to the above?”

As Gardner points out, none of these five minds are new, however they are rare in combination and crucial to making wise decisions in an ever more confusing and demanding world.  Viewing this as a trailblazing opportunity, I challenge you to begin to cultivate these minds in yourself and your team members. What we are experiencing in 2011 is still just the beginning of the changes described by Gardner. Trailblazing leaders, who prepare themselves to add value by developing these five minds for themselves, and among their teams, will not left behind…and they’ll produce the best possible outcomes for not just themselves, but as Gardner suggests, maybe even the planet. 

Are you up for the challange?

To continue the discussion, comment below or connect with me through one of my networks below: 

 LinkedIn: linkedin.com/in/betseydalbeck

 Twitter: ftitrailblazer

 Facebook: Fresh Tracks, Inc. 

Trailblazers are more likely than those leaders who stick with the tried and true path to find themselves facing resistance from others.  Often this resistance comes from a difficult coworker who is attempting to impede the trailblazer from achieving innovation.  They may be jealous or fearful.  Or something else entirely may be behind an often heated attempt to stop the innovation from manifesting. 

If you are an aspiring trailblazer, realize that YOU own the decision about how to handle your situation.

Your options are several: ignore, avoid, accommodate, defer to someone else, or confront.  Anything close to flight or fight doesn’t usually work.

Instead, to best deal with a difficult coworker, I suggest you keep moving forward while remaining detached from your colleague’s negative energy.  Don’t engage in your co-worker’s attempts at drama. 

Accept and expect disharmony on the path to innovation.  Trailblazing leadership takes guts and perseverance.

Below are 13 communication tools that are sure to keep you moving forward:

1. Don’t take it personally

Focus on the business issue at hand rather than on your colleague.  KEEP YOUR EYE ON THE PRIZE. Who knows why your coworker is behaving badly.  DON’T ASSUME IT’S YOU.

Don’t reveal things about yourself.  Never show vulnerability during a heated discussion.

If it turns out you made a mistake.  Immediately admit it.  Make no excuses.  Recognize that a criticism of your work is not a criticism of you.  Don’t let it damage your self-esteem.  Just address the issue and explain how you’ll remedy it, or ask what you can do to remedy the situation.

2. Practice positive self-talk

Acknowledge your colleague’s behavior as mischief.  Say to yourself, “This is mischief!”  Think of yourself as the bemused parent dealing with a child who is attempting to push your buttons.

3. Watch your body language 

In Silent Messages by Albert Mehrabian, it’s reported that, on average, people who are in a conversation with you spend recall your only 7% of WHAT you say, 38% of HOW you said it, and a whopping 55% of HOW YOU LOOKED when you spoke.

Practice the below techniques in a mirror at home:

• Turning and face the person.
• Making eye contact.
• Being in the moment.
• Looking like you are concerned about your co-worker.  
• Keeping your body stance open and not rigid or “in your face.”
• Exuding an air of quiet confidence and CALM.

If you have kids, you can practice this when they are having a melt down!  It’s hard, but it works.

4. Build rapport by validating your coworker’s feelings

Use your colleague’s name and acknowledge details about person to make them feel special.  If he or she seems pained, acknowledge it.  Try: “I’m sorry you’re under so much pressure.” Or, “I can see you’re in pain.”  By making these comments, you’re helping your colleague feel heard, and you are letting any drama flow right by you.

5, Gain leverage

Actively listen in a state of childlike curiosity.  Think of yourself as an anthropologist studying a new species.  Nod and don’t interrupt.  Don’t respond to statements (or insulting questions and comments).  Expect attempts to bait you. Completely ignore what I call emotional detonators, revisionist spin or unrelated tangents. Keep refocusing the conversation on the topic.

Don’t criticize.  Don’t contradict.

BONUS:  Try repeating your coworker’s last 3 or 4 words phrased like a question, to get more information.  DON’T TRY TO FIX.  Just listen to your coworker’s complaints until you are certain that he/she feels heard out and listened to.

When (or if) your coworker pauses, ask direct how and what questions.  AVOID WHY QUESTIONS.  Instead, listen for their needs, wants, and desires.   Ask:  “What is your question for me?”  “How can I best help you?”

DOUBLE BONUS:  If you take the time to know their interests, you’ll have a way to reach your goal without upsetting you or them. Knowing their agenda empowers you to make a request or to offer a potential solution in win-win terms they will value.

6. Be brief

When the going gets tough, be assertive, yet brief, direct and precise.  Not aggressive. Speak calmly and slowly without emotion.  Again, you’re the calm and respectful parent in these situations.

Use few words and a black and white communication style: yes/no, if/then, either/or.

7. Stick to business and the facts

Whenever you have to initiate a discussion with a difficult coworker, take the time to write down three to five main points, and stick to them.

If you have to speak about a situation you observed, DO NOT MIND READ.  Avoid assumptions.  Stick to what you saw, felt or heard.

8. Let your colleague know the result of his or her actions

If correction is needed, start off positive.  Acknowledge your coworker’s positive intentions or behavior.  Second, begin your request/offer with “In the future, I suggest…” or “You might consider…” Conclude with your request/offer.

9. Disarm a screamer

Keep your own voice subdued.  Think Clint Eastwood or Angelina Jolie in an action movie — before all hell breaks loose ;-).

Calmly state something like: “You seem rushed.”  “It looks like you have a lot going on today.”  “I know you’re just trying to do your best.“  “I am having difficulty understanding what you want.”

9. Don’t even begin to dialogue or call a HALT if you are stressed or bullied

Never discuss a sensitive topic when you’re hungry, angry, lonely, or tired.  Or already stressed.

If you start to heat up, remind yourself of that the prize is in sight.  If you’re too hot to talk calmly, call a halt.   Say, “Let me think about that and get back to you in X.” 

Remember that a heated situation is emotional, reflexive, fast. Your brain moves into flight or fight mode.  You can’t think clearly in this state.

The instant your colleague uses insults, sarcasm, criticism or the blame game, call a halt. Boundaries are non-negotiable.  Tell your colleague, “I need to put this conversation on hold.  Let’s talk in X when we both can speak professionally.”  Then walk away.  If you are in your own office, leave and go somewhere your colleague isn’t likely to follow you.

11. Keep people in the loop

If you can’t talk to your colleague immediately when they contact you, or you’re running late, give him or her a brief reason about why you can’t talk now and when you can.

12. Take care of yourself — especially if your coworkers bad behavior becomes chronic

While you keep your eye on the innovation prize, maintain balance in your life.

• Remember food and water are your body’s fuel.
• Cut out stimulants like caffeine & nicotine that rev you up and heighten your emotional triggers making you more sensitive to those around you.
• Get plenty of sleep – probably more than what you are getting now.
• Listen to upbeat music as your travel to and from work.
• Surround yourself with smart, positive people who keep things fun.
• Remember to smile!

13. Stay open-minded

There are many leadership lessons when your goal is true innovation.  Trailblazers are often on a hero’s journey where trials are many and each test is a learning moment that makes one stronger and wiser.

What techniques have you used successfully when dealing with a difficult co-worker?

To continue the discussion, comment below or connect with me through one of my networks below:

 LinkedIn: linkedin.com/in/betseydalbeck

Twitter:  ftitrailblazer

Facebook: Fresh Tracks, Inc.