Feb 102014
 

Note: The following will appear in the March/April edition of Neighbors of Batavia magazine. It serves as my transition from Executive Director of the Chamber of Commerce to…well, that remains uncertain.

     Years ago, Ram Das wrote a book entitled Still Here. In spite of having left the Chamber of Commerce, I am still here in Neighbors of Batavia magazine. Publishers Tim and Kate Sullivan have graciously asked me to continue. Showing up in this place, authentically and emotionally, has become an integral part of my life, and I am profoundly grateful for this sanctuary. This work serves as a bridge on my path from the past to an uncertain and indistinct future. To anyone who has expressed appreciation for these words, thank you as well. Your affirmations help me discern my path.
     My decision to leave the Chamber arrived unexpectedly late last year, but the clarity with which I reached that crossroad was undeniable. I simply could no longer remain the community’s chief spokesperson for business. In leaving, one of the first questions I face is, “So, what’s next?” The fact that I don’t know surprises many. Why leave a position, without an alternate landing pad on my flight plan? I’m not sure.
     From the start, I was the most unlikely of Chamber executives. Truth be known, I don’t care about the measures of success typically saddled upon such a position. Did we, in 10 years, brighten the economic environment? Did we sell more…make more money? Are there more businesses in Batavia…fewer empty store fronts? These would be measures of success for the traditional economic development professional, but in ten years, I never knew, nor did I care about, the answers to such inquiries. Centuries hence, it will not have mattered that we sold one more trinket, or put one more dollar into the bank.
    What will matter to our progeny hundreds of years in the future? I don’t know that either, but here are some thoughts…
     Are we better human beings today than we were yesterday? Do we care more…love more…discern more…respect more? Are we wiser and more insightful? Do we act with honesty, integrity and authenticity? Have we learned to ask questions that truly matter? Have we found our rightful place here in this place? I don’t know if we have made progress on these measures of our humanness, but of these I care deeply. In my ten years as head of the Chamber, I was always far more concerned about the business of people’s lives than I was about the lives of their businesses.
     The human species, as well, faces many crossroads. In my heart-of-hearts I believe we are staring over a precipice. As we move into the future it is not what we do…it is who we are that will determine if we fall precipitously from the heights, or take flight into a humane future in which we will come to discover prosperity that is stunning in its simplicity, yet beneficent beyond our imagination. It is to that quest to which I hope to turn my attention. What will be the manner and mode of my journey? Of that I am uncertain.

     In the journey of life, we face unexpected crossroads. They can be a time of fear and confusion…when prosperity seems elusive and uncertain. Nevertheless, we sometimes need to leap, build our wings on the way down and trust that prosperity is abundant if we are willing to recognize it.
     The subtitle of Ram Das’ book is Embracing Aging, Changing, and Dying. While I am thankful for my continued good health, I am aging and changing. More decades are behind me than ahead. But perhaps, if I pay attention and live with evermore honesty, integrity and authenticity, I can discover my vocation and an even more prosperous life on the path ahead than the one I have already traversed.
    Over the years, I ended many Chamber events by wishing those in attendance “Godspeed on your journey,” without knowing its origins and meaning. The word Godspeed comes from the Middle English phrase God spede…“May God prosper you.” For perhaps the very first time, with humility and gratitude, I am wishing myself Godspeed on my journey…and I invite you to do the same for yourself.
Aug 172013
 
Note: I wrote the following piece for the Batavia Chamber of Commerce newsletter, but thought it might be of interest to the readers of my blog
I’ve been accused of focusing too much on images of death, but bear with me, you just might find the questions I am about to ask confusing and irritating enough to be useful.
What if the greatest challenge to your organization is that everyone expects it to be immortal?
We race books like Built to Last to the best seller list because we expect organizations and institutions to be impervious to the vagaries of imperfect economies and unpredictable politics.
To be sure, we are in awe of human creations that survive the limits of our fragile lives. I recall the wonderment of experiencing a few of the celebrated cathedrals of Europe.
But what if organizations are more valuable as organic, less stable, human creations? Consider human mortality. (Here is where I estrange those troubled by thoughts of death). It is no secret that, as people age, they become more aware of their mortality and begin to ask questions about what their time here might have meant. Conversely, if we were immortal, the need to make every passing moment a thing of beauty becomes less imperative. There would be plenty of time tomorrow—and the infinite tomorrows beyond that—to accomplish something of depth and meaning.
So what about your organization. I assume it exists to accomplish something of depth and meaning. To create products and services that add value to peoples’ lives…offer meaningful employment…make the world better, safer or more beautiful…or just to create wealth (however you define that easily misunderstood word).
Does it change the mission, vision and values you hold dear if you knew the institution you are building will, with no possibility of reprieve, cease to exist in five years? Even if it doesn’t alter the words, does it change their urgency? Does your heart skip a beat as you ponder how you must now turn those words into results prior to some uncompromising deadline? What if, as a result, mission, vision and values became more important than next quarter’s net income?
These questions occurred to me on one of my many journeys afoot. As the images flew, I began to ask how mortality might change my view of the Batavia Chamber. How might our goals and priorities change if the Board had to disband the Chamber at age 65 in the year 2018?
The Chamber’s purpose is to create a dynamic culture where business and community enhance one another. How might we renew our effort if we had only five years. Our vision is for Batavia to be a destination for people to grow themselves, their family, their business and their community. If that became the Chamber’s destination in a mere five years, what must we do differently this afternoon…and tomorrow? With a mission to advocate for, build relationships with, and educate our members for the benefit of the community, how should we redouble our efforts and set different priorities?
I know…this all has little meaning because our institutions are build to last. But you are not, so from your perspective, the organization you now run or support will only last a few more years. With that awareness to the fore, is there something you might do differently knowing it truly is a matter of life & death?

 

Feb 032013
 


Many operate from a belief that organizations, and lives, can be made successful through well-planned strategies and goals, supported by tightly-scheduled to-do lists. I have always questioned this belief system, and have never lived my life this way, Perhaps I am just looking to justify my obstinacy, however, a new book, Antifragile by Nassim Nicolas Taleb, has added fuel to the fire that burns within.

 
In 1980, as a candidate for a Master of Science in Management at the Sloan School at MIT, I enrolled in the requisite course in corporate strategy, taught by Professor Mel Horwitz.
 
We spent the semester studying exceptional corporations—those that exhibited results orders of magnitude better than average. The thesis of the course was simple: if we peer into the minds of management and discern the strategies that led down the road to success, we could repeat, or surpass their triumph.
 
Near the end of the term, I asked a question. “Dr. Horwitz,” I began, “if we were to take a random sample of 1000 companies today, follow them for 20 or 30 years and plot their results on a chart, those results would undoubtedly form some sort of distribution, perhaps even a normal curve. Most of the companies would have moderate results—a bit above or below the average. There would undoubtedly be those whose results were far below average, and a few with results that beat the average in spectacular ways; it is the nature of the law of averages. That being the case, what is the possibility that we spent the semester simply studying the statistical outliers and nothing more. Is it possible their results had little to do with an extraordinary ability to peer into the future and divine a path to success? Could we simply be studying the lucky?” Suffice to say the kindly Professor Horwitz did not like the question.
 
Enter Nassim Nicholas Taleb. Taleb believes what we did in graduate school—showing in hind-sight that a carefully followed strategy led to great results—is equivalent to lecturing a bird on flying, and then, after they have taken flight, claiming it was our cogent, insightful words that delivered the remarkable result. To fly is natural. After months of experimentation and “tinkering,” a fledgling takes flight by courageously stepping out of the nest and trusting she merely needs to spread her wings.
 
Creativity, innovation and success are driven, not by well-planned strategies and tightly-schedule action plans, but through rabid tinkering and experimentation. Doubtful? Two words: Steve Jobs.
 
My thinking was clarified dramatically in a recent conversation with an intensive care nurse. She has been with hundreds the moment they passed from this life to the next. “The expression I see most often as a life ends is regret. It is as if they are asking ‘Is this all my life amounts to?’”
 
I don’t know what allows a person to leave this life with a deep sense of satisfaction, but I have a hunch. It is not by checking one last item off a life-long list. I have never witnessed a bird with a checklist in advance of first flight…or for that matter, blueprints on how to build the nest from which to leap.
 
If I never have the courage to spread my wings and leap into the unknown, will the final expression on my face be a fait accompli?
Dec 032011
 

 

Note: I wrote the following for the December issue of the Batavia Chamber newsletter. And while it speaks directly to issues related to entrepreneurs, I think the message of how we prioritize the moments of our lives has broader meaning.
In the context of our lives, even five minutes is perhaps too much.
Two critical activities for any entrepreneur are networking and proposal writing. Recent conversations about both called me to think more deeply about our lives and the moments that constitute them.
“The founder of BNI says 6-1/2 hours per week is about the right amount of time to spend networking. What do the rest of you think?” That question began a conversation at a recent Chamber meeting.
The statement is, in isolation, meaningless. It’s like saying $60,000 per year is enough money, 75 years is sufficient for a lifetime or 5 inches of rain per month is too much. If a child dying of cancer requires treatments costing $10,000 per month…or a scientist publishes a seminal work at age 80…or a tropical rainforest supports untold valuable species, arbitrary limits are not only meaningless, they leave us practically and emotionally destitute.
The metrics I use, and the boundaries I place on them, must be considered in the context of what the world needs from the time I spend on this planet.
If it seems plebian to compare business networking with illness, seminal works or the planet’s ecology, I disagree. Steve Jobs said that awareness of the limits of his life added meaning to every moment he spent. If your life, and the lives of those around you, is left unimproved by the time you spend together, then five minutes per week is too much. If, on the other hand, you are facile at making connections that move you and the world forward, then perhaps 60 hours per week is not nearly enough.
Only you can decide what it really means to move you and the world forward. Few people understood this better than Mike Jacobson, a former Chamber member stolen from us by pancreatic cancer. He never left an event with fewer than three people he could contact in the ensuing days. It was mostly about business, but Mike’s love for Batavia was deeply embedded in his definition of what it meant to move forward. He understood that the emotional content of his journey outweighed the practical.
What then of proposals? I once had a friend who claimed he never wrote a proposal until the client agreed, in advance, it would be accepted.
A proposal is an agreement about how the joint worlds of writer and client will improve when signed and implemented. Whether we want to admit it or not, proposals are often accepted or rejected before a single word is committed to paper. Too often, the phrase “Send me a proposal” is used to indicate the conversation is over—no agreement has been made that will satisfy the practical and the emotional needs of the client.
When I began searching for words to etch the boundaries of networking and proposal writing, I imagined the tasks as only tangentially related. To the extent they are viewed as emotionless steps in the process of creating business, we miss something important about life. Each is an agreement with those around us about how we can jointly move humanity forward both practically and emotionally. If the time we spend is aimed at anything less, then indeed, even five minutes is too much.

 

Sep 062010
 

Leadership and the New Science: Discovering Order in a Chaotic World by Margaret J. Wheatley.

I rarely read books more than once…at least not since my children were enthralled by Dr. Seuss! Occasionally, however, a particular book and I develop a rewarding long-term relationship. Meg Wheatley’s masterpiece and I have been friends now for more than 15 years. I just finished reading the 3rd edition and it was as generous in challenging my thinking and providing mental nourishment, as were the first two.
In this perennial best-seller, Meg examines the new sciences—Quantum Mechanics, Chaos Theory, Field Theory, self-organizing systems and others. From these she extracts topics like uncertainty, strange attractors, fractals and action-at-a-distance, and uses them to re-imagine organizational theory in light of how we now understand the Universe’s modus operandi.
What Meg asks the reader to consider is that the world does not operate by the dictates of Newtonian and Cartesian science—in a clocklike, mechanical, cause-and-effect way. She reminds us that in open systems, like the organizations we inhabit and nurture, entropy will not cause anarchy to reign. We do not necessarily need humanities’ extraordinary management skills—and boxes on an organization chart—to whip the Universe into shape. As I recall, the Universe organized itself fairly well before we arrived…thank you very much!
She describes so eloquently that vision, values and self-reflective identity can serve as organizing principles—what Dee Hock, CEO Emeritus of Visa, calls organizational DNA—around which we gather to be creative and add value to the world.
If you have been kind enough to travel this far in my review, you obviously did not allow the scientific jargon to dissuade you. If so, this book will invite you into a comfortable conversation about the future of organizations. However, here’s my warning: this book, based on my 15 year friendship, can leave you adrift. The ideas will so deeply challenge the very essence of what we were raised to believe, you may be tempted to ask, “This is all very fine, but certainly this does not apply in the real world?” I am convinced it does…and that a livable future for our children and grandchildren hangs in the balance.

Bon Appétit!

May 082010
 
In a recent blog, I wrote of “Pearls and Plaques,” and borrowed Ray Benedetto’s metaphor to speak of the unique “River of Character” that flows through the communities—be they organizational, spiritual, educational or geographical—of which we are a part. I surmised that the character flowing them is made most visible—not by the pearls of wisdom emanating from the lips of leaders, nor the etched, brass plaques that proclaim vision and values—but by the hundreds, perhaps thousands, of decisions made by community members…every hour…every day.
So if the dreams we dream for our futures are actualized—or dashed—by the disparate actions of so many others, how might we ensure these actions exhibit even a modicum of congruency? Is there a way to nudge people—or invite them—into alignment with the values we want the communitiy to exude? I believe the answer is yes, but beware…the territory I am about to traverse may make you decidedly uncomfortable.
Some four hundred years ago, the best scientific cartographers of the day, lead by the likes of Sir Isaac Newton (of gravity and apple fame) and Rene Descartes (“I think, therefore I am.”), drew maps of a scientific universe they believed was mechanical and clock-like. As a result of their cartography, we came to believe actions have definable and predictable outcomes. Even the actions and interactions of humans, like the bouncing of billiard balls, have predictable trajectories and knowable future impacts. In a Newtonian, Cartesian world, plaques and pearls, carefully crafted, would catapult us forward in precisely the direction we send that cue ball hurtling across the table.
But our experience shows these maps are crude and unreliable. Even as children, we learn the world is messier, less knowable and far less predictable than the one Newton and Descartes so clearly envisioned. Anyone who has raised a teenager knows that human interactions, in spite of our most careful planning, often ricochet into wildly unpredictable futures.
However there are new maps emerging…new ways of seeing…new ways of listening to, and understanding the world. These new maps ask us to imagine a world that emerges from webs of relationships and action at a distance. It is a quantum world in which the intentions of the experimenter determine the outcome of the experiment. It is a world of fields—gravitational, electromagnetic, quantum and others—that give the world much of its structure. As Meg Wheatley says in Leadership and the New Science, “Fields are unseen forces, invisible influences that become apparent through their effects.”
What if we were to think of communities as webs of relationships rather than boxes in a hierarchy? What if re-imagined vision and values as “invisible influences that become apparent through their effect”? Congruency ceases to result from command and control, whiplashed through an organization’s hierarchy. Gaining congruency—shoring up the banks of Ray’s “River of Character”—must then be re-imagined as strengthening our webs of relationships and fields of unseen forces and invisible influence.
How do you strengthen those fields? How do they become “apparent through their effects”? One of the most powerful ways is through the stories we tell—our mythology. Stories give us concrete examples of how to turn our desires, dreams—and dilemmas—into positive action. Greek mythology…Aesop’s Fables…the Bible, Koran and Torah all communicate proper action through the clarity of story.
The myths and tales we tell scream so loudly they deafen us to any other message. The stories that pervade our communities help create the fields that define vision and values. When they are compelling—for good or bad—they become as difficult to violate as the field of gravity.
Apr 282010
 
At the March Batavia Chamber of Commerce lunch, Dr. Ray Benedetto of GuideStar gave a wonderful talk on the unique “river of character” that flows through each organization. Some companies support a strong sense of character…others, less so. I wouldn’t even try to relate the depth of Ray’s understanding and research in the next couple hundred words. Instead, I would like to share some thoughts that erupted from the experience.
Like any river, the river of character carves a swath across the landscape, the banks of which are created and recreated with each passing current and the swirl of every eddy. Every grain of sand swept away, or morsel of soil dissolved, changes the course of the river, and leaves it forever diverted.
So what are the currents and eddies that create and recreate the banks of the river of character in the organizations we work so hard to mold? The well-crafted statement of vision and values? To some extent, sure. The CEO’s stirring speech at the last all-employee gathering? To a limited degree perhaps, but it is also the hasty decision to cut off a supplier for a single late delivery…the comment made in a moment of frustration that left an employee feeling something less…or the angry call to a customer who has just slid onto the 120-day accounts receivable report.
Too often managers believe culture is driven by the occasional pearls of wisdom they carefully polish and proclaim…or defined by the etched brass plaque in the lobby formulated on the mount during the three-day management retreat.
Unfortunately, while those pearls and plaques are valuable—it is, after all, a gift when those who are entrusted with the “big” decisions take the time to think deeply about what they want to be when they grow up—the banks of an organization’s river of character are actually shaped by the thousands of decisions made by each employee everyday. A decisions as simple as which phone call gets priority when an employee returns from a meeting makes a statement about whether attending to upper management takes priority over tending to a customer’s needs—or vice versa.
The narrative told by those millions of decisions—every interaction with another human, whether a customer, supplier, employee or other stakeholder—defines the river we carve across the landscape.
So, if plaques and pearls aren’t effective in etching the river’s path, what is? Stories. The myths and tales we tell about ourselves scream so loudly they deafen us to any other message. More on this in a future blog. Stay tuned!
Mar 032010
 

Note: This article was originally published in the Batavia Chamber of Commerce newsletter, Batavia Business.

My Father spent his career in quality management, so I was raised with a deep understanding of what quality means, how you get it, how you create systems to deliver it and what to do when those systems fail. Like the humans that create them, all systems are imperfect and will fail to meet customer expectations at some point! Anytime a customer is disappointed—with a product or service—you have a quality problem.

25 years ago, I was a newly-minted sales manager for a chemical company. A customer who used our dye to manufacture industrial paper towels discovered that one of their customers was upset because something was leaching from the towels and turning water brown. They wanted to cancel all future orders because they feared some unknown, potentially hazardous chemical was threatening the health of anyone who might grab a towel.

We did two things. First, we worked with our customer to adjust the amount of dye they added to their towels. Then we called our chemical plant to get toxicity data for the dye—it was completely harmless. Those two actions allowed our customer to report that the cause of the problem was found and corrected, and to document the dye was harmless, which no other towel suppliers could do. The quality “problem” lead to both an improved production process and a competitive advantage.

On the other hand, I once consulted with the president of a jewelry manufacturing company. He loved sales, but hated manufacturing. The only time he entered the plant was when there was a problem and it was time to “kick some butt.” The moment the plant door flew open and he appeared, the manufacturing people literally ran for cover. With everyone pointing fingers to avoid being the one whose derriere was to be roasted, few problems were ever really solved, little competitive advantage was ever gained and costs remained exorbitantly high

There are two ways to deal with a system failure. You can target some individual, label them an inept, inconsiderate slob who doesn’t care about customers, and punish them. Alternatively, you can realize that problems are almost always systemic—the weakness is in the system—and beyond the control of any one individual.

If you follow the first course, you will drive fear into the organization, fail to solve the systemic problem, ensure it reoccurs and train people hide or point fingers the next time the system fails.

A more enlightened approach is to gather the troops, explain the problem, enroll everyone in finding the root cause, fix the system and celebrate success.

Most managers would be amazed how much employees want to help solve problems… and already know how. When I was that wet-behind-the-ears manager, Denis, a customer service rep, would call every so often with a customer problem and ask how to solve it. Thinking it was my job to fix the problem, I would wring my hands, talk to a few people and call Denis back with a solution. One day he called with a problem and I was stressed and frustrated. I said, “I don’t know Denis, what do you think?” He knew how to solve the problem…he always did. He was simply afraid to step on the toes of some young, unknown manager. I came to love Denis for his dedication, creativity and customer commitment.

No system is flawless…no system will ever be flawless. When systems fail, you can exclaim, “Oh God…a quality problem!” Alternatively, you can view it as a gift to help you identify and reinforce a weak link in the chain of events that produces your products and services. When seen this way, next time a customer has a complaint, you just might instead—with the use of one extra “o”—exclaim “Oh Good! A quality problem.”

Jan 282010
 

In the western culture in which I was raised, there is a model of leadership which is highly influenced by the Newtonian worldview. Newton, who first proposed the laws of motion, believed, correctly, that the cause and effect relationships of physical motion could be accurately described. The future, if you will, of balls on a billiard table could be foretold if we have sufficient information regarding the initial conditions, friction and gravitational influences. Combine those laws of motion with the belief that sub-atomic particles are much like billiard balls and you came to the conclusion that, given sufficient information about initial conditions, the future of the world could be accurately predicted.

Defining leadership based on this worldview is easy. We look for a person who has the ability to describe current reality, paint a clear picture of the future we wish to share, and identify a precise list of steps to get us from the current realty to the future we desire.

Let me discuss each of these three leadership characteristics and share some reasons why I believe they are of questionable validity.

A leader has the best description of our current reality.

The figure is often referred to as the Kanizsa Triangle. I have displayed this figure to many groups and ask if the white triangle is larger or smaller than the black. The majority typically agree they are, in fact, the same size. I then simply ask how many believe there are NO triangles in the picture?

This is a powerful metaphor for the kind of thinking I do all too often. I take small, incomplete bits of information and use them to create much larger, complete pictures. I don’t wish to recount how often I did this with my children. I would walk into the house after a stressful day, see 30 seconds of activity and angry children. I would turn that into a complete picture of what they are up to,who did what to get them upset, their motivation, what they were thinking and why they are wrong! Unfortunately, I continue to make the same mistake with co-workers and friends.
A leader has a clear picture of the future we wish to share.

We often refer to this as vision. We talk eloquently about the power of vision. “If you don’t know where you are going, any direction will do.” Unfortunately, we confuse vision as a compelling sense of direction, with vision as a precise picture of what the future should look like.

I once asked pianist Michael Jones about the importance of vision. Michael said, “There is a wonderful interplay between mastery and mystery. On one hand, you have the mastery of having and fulfilling a vision. But along with vision is imagination. Imagination is the path the heart loves to wander. You find yourself in places you had not conceived. The things I encounter at the piano I had not anticipated are the moments of grace I live for. It’s the mystery of finding things happening in my hands…composing through my fingers. This is not so much vision as it is life of the imagination. Unfortunately, we’ve been taught that the future we ordain can be fulfilled the way we ordain it. If we live according to those rules the possibilities open to us become limited…it becomes a relatively narrow life.”

There is an additional aspect of vision on which I wish to comment. We want, and need, people to be motivated and inspired by their lives and their work. I realized some time ago that the word “inspired” and the word “spiritual” have the same root. The words “motivation” and “emotions do as well. I find it difficult to be inspired and motivated unless there is a spiritual and emotional content to my work. I have to feel that what I am engaged in is bigger than I. To the extent a leader can paint a vision that has a deep emotional and spiritual context, I will be fully engaged in the enterprise.

A leader has a precise list of steps to get us from the current realty to the future we desire.

It is said that every action we take has intended and unintended consequences…the intended consequences sometimes happen, the unintended ones always do!

After the second world war, the United States build a highway system connecting major cities. While there were a number of reasons to justify the investment, one was that highways would save the declining inner cities. By facilitating the movement of goods into the cities they would become more available and cheaper. The unintended consequence? People fled. The highways made departure from the inner cities so easy that suburban areas grew almost overnight. It was suddenly possible to live outside the older areas of the city, show up from eight to five for employment, and retreat to a new home in a nice neighborhood for dinner. This “savior” of the cities actually may have hastened their decline!

Taxing authorities usually argue that commercial development is good because it will increase the tax rate, thus keeping other taxes lower. Commercial development, I am told, will help keep my property taxes low. A recent study of numerous American Cities shows that over time, commercial development and property taxes go up together…lock-step.

So much for the intended consequences of the actions we take. Peter Senge, in his groundbreaking book, The Fifth Discipline, said, the solutions we implement today will often lead us to even bigger problems tomorrow.

Leading by following

So where does this lead? In On Becoming A Leader, Warren Bennis says simply, “At bottom, becoming a leader is synonymous with becoming yourself.” I believe is was Fritjof Capra who said, “Healing the universe is an inside job.” These are powerful thoughts. They say the leadership comes from deep within; not from external views or visions. Leadership emerges from clarity of self. The more I know what is truly important to me–the values to which I am deeply committed–the more clearly I will see the path I need to walk.

Michael Jones did not sell his first CD until he was 38…he has sold millions in the intervening years. In spite of falling in love with the piano at age 2, he was unable to admit to himself and others that his gift lie in his music. He set out to become a management consultant and change the world through ideas; ideas carefully crafted by others and respoken by him. Michael found his gift partly because an elderly gentleman in a quiet hotel in Toronto, happened upon Michael playing a piano, thinking he was quite alone and “safe”. This wise gentleman, touched by the wonderful sensitivity of Michael’s music, looked at him and asked, “Who will play your music if you don’t play it yourself?”

Some years ago I came to know an artist in Chicago. Andrew Young, had a promising career as a scientist, with many opportunities to pursue research and academia. “In college I had a love for art but didn’t feel it was appropriate to pursue; in fact, I was very much afraid of it. I had a lower drawer at my desk, sort of my “altar”, filled with pastels, water colors, water color pads and colored pencils, all of which were impeccably arranged, neatly sharpened and color coded. Three semesters in succession I signed up for and withdrew from a course in color and composition because I knew what kind of door it would open. I was trying to conceal something that was clearly boiling in my spirit.”

Tim Gallwey, author of The Inner Game of Tennis, speaks of the way in which we normally teach sports. He likens it to a rubber mat with footprints. Unless the student steps on the foot prints in precisely the correct way, they are doing it “wrong”. What he came to learn is that the body has an innate sense of movement. The secret to improved athletic ability is to get the mind out of the way…thinking impairs natural ability.

What would happen if I stopped trying to live my life as if I had to place my feet on the correct space on life’s “rubber mat”. What would it mean if I followed my deep desires…to get thinking out of the way and make room to live life more naturally. For me this means living the life of the heart. Michael Jones said, “Our way of experiencing life, and our participation in it, becomes the art of all arts.”

I have had the privilege to know many people who have created wonderful institutions, art, music and ideas. Each of them are living lives largely dictated by beliefs, values and passions they would say, I think, are beyond their control. Each of them have pointed to significant moments when they needed to make a choice…and they chose to follow their passion.

So there is the conundrum. They lead precisely because, at the critical moment in their lives when they were called, they followed. They followed the inner voice that called to them. They took incredible risks…yet they chose the difficult, but extraordinarily joyful path. The path their heart called them to. Based on logic, analysis and cultural norms, each of them could have chosen a path of less risk…a path of greater predictable security…a path of less joy. But each of them chose a path of courage.

Each of them leads by following.