In 1990 Peter Senge published a book that has become a classic, a book that most people in leadership and management roles in business, most who consult or coach within organizations, and those who seek to stay on the cutting edge of business have read.  I’m speaking, of course, about the book The Fifth Discipline. The theme and central focus of this book is on learning to think and work systemically.

Senge was convinced that the key to business success rested in five disciplines, which when synergized by leaders and managers, will launch an organization or business into a creative mode and take it to a whole new level of effectiveness.  Like the five critical component technologies that came together in 1935 for the McDonnell Douglas DC-3 and which ushered in the era of commercial air travel— Senge argued that the five components he discovered would create great companies.

What are those five components?  Systems thinking, personal mastery, mental models, building shared vision, and team learning.  Together “each provides a vital dimension in building organizations that can truly ‘learn,’ that can continually enhance their capacity to realize their highest aspirations” (p. 6).  Then unlike most contemporary organizations that are reactive, companies can become responsive or even generative.

Senge focuses on enabling companies to become “learning organizations.”  He writes about organizations going beyond the old traditional hierarchical structures to an enlivening vision, people collaborating and experiencing team learning, a whole new level of openness, and leadership that evolves beyond being politically power oriented.  Now does that sound like self-actualization or the self-actualizing leaders and companies that I describe in Unleashing Leadership? That’s what I also thought!   The Fifth Discipline is about self-actualization in organizations.

Yet because Senge did not use the term self-actualization or frame things in terms of moving beyond Theory X to Theory Y of management, I did not make the connection.  In spite of not using the language, throughout the work the vision and premises of self-actualization psychology informs his argument for the emergence of a whole new kind of organization— self-actualizing organizations.

In fact, for Senge “systems thinking” and “personal mastery” are two of his expressions for self-actualization.  What I suddenly now realize in re-reading The Fifth Discipline is that “personal mastery” in this model is what we call “self-actualization” in Maslow’s model!  Here’s my evidence.

Senge described “personal mastery” as a high level of proficiency in an area that deeply matters to you.  And to develop that level of mastery, you need to do two things: 1) Clarify what’s truly important to you and 2) See current reality more clearly. (p. 141).  Senge says that personal mastery goes beyond competence.

“It goes beyond spiritual unfolding or opening, although it requires spiritual growth.  It means approaching one’s life as a creative work, living life from a creative as opposed to reactive viewpoint.” (p. 141)

In an amazing paragraph where he described people of personal mastery, Senge’s description sounds very, very similar to how Maslow described self-actualizing people.

“People with a high level of personal mastery share several basic characteristics.  They have a special sense of purpose that lies behind their visions and goals.  For such a person, a vision is a calling rather than simply a good idea. They see ‘current reality’ as an ally, not an enemy.  They have learned how to perceive and work with forces of change rather than resist those forces.  They are deeply inquisitive, committed to continuing seeing reality more and more accurately.  They feel connected to others and to life itself.  Yet they sacrifice none of their uniqueness.  They feel as if they are part of a larger creative process, which they can influence but cannot unilaterally control.

“People with a high level of personal mastery live in a continual learning mode.  They never ‘arrive.’ … Personal mastery is not something you possess.  It is a process.  It is a lifelong discipline.  People with a high level of personal mastery are acutely aware of their ignorance, their incompetence, their growth areas.” (p. 142)

“People with high levels of personal mastery are more committed.  They take more initiative.  They have a broader and deeper sense of responsibility in their work.  They learn faster.  For all these reasons, a great many organizations espouse a commitment to fostering personal growth among their employees because they believe it will make the organization stronger.” (p. 143)

And systems thinking?  Senge describes this as “contemplating the whole as a pattern,” being able to see the unity of snapshots of isolated parts and how they work together.  He describes the building blocks of systems thinking as feedback loops and delays in the system and from there the recognition of patterns that arise that indicate specific kinds of systems (archetypes).

When we apply systems thinking to human beings, we recognize that our experiences are made up of multiple systems—our mind-body system, our meaning-making system, our neuro-semantic system.  And within these systems are reinforcing processes, limiting processes, balancing (stabilizing) processes.  And as in a business or political system, we also experience problems at various levels.  Some of our problems are mere symptoms of the system rather than the fundamental causes.  That’s why the symptoms keep resurfacing over time.  That’s why “solutions” which work at one level or for the short-term, never actually takes care of the real problem.

So what do we discover when we “contemplate the whole” and look for patterns in human beings?  We discover that there is within us an inner drive to self-actualize and that this is itself our most fundamental inner dynamic system.  This is our primary system for growing, developing, and actualizing our highest meanings and performances.  And Self-Actualization Psychology is the psychology that describes this whole.

As I was conducting a leadership retreat last week, one of the participants complained of “meeting madness” and requested that the team adopt a code of conduct for meetings. I think this is a great idea and so I have jotted down some principles that you might adopt for your team or company.

1. Define the ‘type’ of meeting – is it to brainstorm ideas, evaluate options, make a decision or plan execution?
2. Specify a start and end time – meetings do not have to go for an hour, you can start a trend by having 15,20 or 30 minute meetings.
3. Invite only the people who need to be there – nothing is more of a time waster than sitting in a meeting that doesn’t concern you.
4. Send pre-reading by email – make sure people come prepared and on time and that way meetings are more efficient.
5. Start all meeting on time - if you wait, you send the message that it’s not important to be on time.
6. No using phones or laptops – the exception is the laptop for a presentation which should be limited to 10 slides max.
7. Identify a Chairperson – if the team doesn’t play nice or keep to time it is important that one person has the authority to call the meeting to order.
8. Send action points by e-mail after the meeting – to make sure what is agreed to gets done.
9. Avoid Friday – consider making Friday a no meeting day and see if people have time to finish off the weeks work and get some work-life balance.

Do you have any more to add?

Please come and visit us at our exhibition booth to find out more about our Leadership Development, Executive Coaching and Business Communication programs.

Mark Liew an Executive Coach and Leadership Trainer from our team will be speaking about ‘Creating Behavioural Lasting Change’ in the Corporate Learning Stream.

See you there?

Would you be interested in getting to the top of your game in less time and before the competition?

The secret is to get past the plateau. With most simple tasks we reach our highest level of proficiency after about 50 hours of practice and then our performance skills become automated and we stop learning. This explains why a 20-year-veteran brain surgeon is not likely to be more skilled than a 5-year newbie by virtue of time on the job.

What makes the difference between those that reach the top in sport and business is two things:

1. Intentional Practice
2. Immediate feedback against predetermined standards

Intentional practice is perfect practice and perfect practice makes perfect. Intentional practice requires knowing “Why” you are doing what you are doing and complete “Attention” to the task. Usually it is only possible to maintain this high level of concentration for an hour and usually in the morning when our minds are fresh.

Getting feedback against a known standard coupled with intentional practice, accelerates learning. With feedback we can make minute adjustments to our behaviour that makes the difference between a silver and gold medal. If this feedback is also positive and encouraging it will also build self-confidence and therefore motivation to keep practicing.

So what would fast track your career?

Skills such as getting along with peers, motivating a team to improve performance, influencing you boss to make better decisions are key components of leadership development, yet most people don’t think of these as things to practice.  We might read a book, take a course, even an MBA but do we think about practicing and getting feedback from a coach?

If you are serious about wanting to fast track your career you need to identify which competencies are going to make the difference and then I advise start your intentional practice and get some feedback.

Remember PPP – Perfect Practice makes Perfect!

BTW The picture is of my son Nathan who is not yet 2. He is imitating me giving a speech which he has seen on video! The shot is taken by my wife Zurina who is a professional photographer.

It is a bit like if you were in a boat and have set your course, but the boat springs a leak and you spend your whole time bailing water and have no time to steer.

William Bridges created a model of change and transition that is highly relevant in today’s financial readjustment. When the collapse of Lehman Brothers started the domino effect of the global crisis, many of us would have experienced first shock, then denial, anger and fear. If you lost money or a job you might then experience grief, frustration, confusion, stress and loss of control.

As an executive coach and leadership consultant I have often witnessed this spiraling down into paralysis that Bridges calls the ‘neutral zone’. Symptoms of the neutral zone include ambiguity, anxiety and the absence of motivation. The cure for this paralysis is a new vision of what is possible.

Einstein said that, “A problem cannot be solved with the same level of thinking that created the problem.” When in the neutral zone, we are in a dark place and our ability to think optimistically and see possibilities is severely limited. What is required is a little magic, the magic of imagination. All of human achievement started with imagination, from running a mile in under 4 minutes, to imagining what it would be like on the top of Mount Everest to imagining walking on the surface of the moon.

A vision will inspire, motivate and engender creativity and it starts with using imagination to travel to the future when things will be better. The Executive who asks him/herself, “What is possible?” “What will we be doing when things are better?” To do achieve this we must take time to stop bailing the water in the boat and look to the shore. Most executives find this extremely difficult as they leave themselves little or no time to stop, step back and think strategically.

With a new vision of where you are going, you and your people will become more optimistic, think creatively and start planning actions that will move you towards success.

It was no surprise that Barack Obama beat John McCain; Dr Martin Seligman in his book ‘Learned Optimism’ talks about his analysis of US elections based on the number of positive or optimistic comments made by the candidates. Obama clearly offered a more optimistic view of the future and thus captured the popular vote.

Obama is being called a transformational leader because he:

1. Created a vision that inspired the American voters (and the world) to believe that there were new possibilities.

2. Stimulates people to think, to re-examine their ideas and find creative alternatives. Such an environment breeds imagination and innovation.

3. Treats people as individuals making people feel valued and encouraging them to contribute. He recognizes that people have unique talents, strengths and weakness and allowing for these differences without judgment.

The transformational leader must have what I like to call ‘realistic optimism’ which is a practical and pragmatic approach that is ideally suited to the current climate. Realistic optimism is the mindset that we can make the best of any circumstance; it is the acceptance that bad things do happen but with a healthy self-esteem and the confidence in our abilities we can overcome adversity, learn from the situation and be even better for the experience.

Optimism without right actions and following sound principles will not be enough. Lehman Brothers failed because of over-optimism and the senior management not being in alignment with their own company’s vision and values.

In the current climate it is tempting to focus on immediate need and make tactical rather than strategic decisions; I urge you to step back for a moment, get in touch with your personal or company vision and ask yourself, “Is this decision the right one for the long term?”

Andrew Bryant is the Director of Self Leadership International and is based in Singapore but travels extensively as an executive coach and leadership consultant.

An important realisation when working in a team is that the way you perceive and respond to the world (your personality) is NOT the “Right Way” or “The Only Way” to do things. This realisation reduces our frustration and opens us to the possibility of collaboration rather than compromise.

The team work cycle highlights the need for different personalities. Some people are better at generating ideas, some at evaluating ideas, some at making decisions and others at execution (implementation). If everyone on the team were the same, then some parts of the team work cycle would be left out.

Most team issues are due to a lack of effective communication resulting in people becoming aggressive creating conflict or becoming passive and de-motivated. The key self-leadership skill for team members is therefore ‘assertive communication.’

Communication occurs when those involve have shared meaning and understanding. Since we don’t know what something means to someone unless we ask, communication involves asking questions and getting clarification. It also means speaking up (assertive) so that others know your meanings and understandings about what and how things should be done.

Assertive team communication has been made more complex in the virtual world where we don’t have non-verbal cues and we have to factor in cultural differences in speech styles and meanings.

In my experience, what remains a constant for high performing teams is that the following things are communicated and understood by all.

1. Vision - How this work/project is important to the company and the team members.
2. Group Identity – That we are all on the same team and all benefit from the success of the work.
3. Role Clarity – That we each have a role to play and that role is clearly defined.
4. Trust - We are all different but we can trust each other to do the work to the best of our abilities.
5. Recognition - Each of us will do our best for the team and appreciate others for doing the same.
6. Communication - We will both listen to others and speak up as appropriate so that everyone shares an understanding of what is possible at each stage of the work cycle.
7. Celebration - We will celebrate together with each milestone we reach.

How does your team measure up? What can you do to make sure these things are communicated?

Have a good day at work.