So Many Trees

There are so many kinds of trees. I recognized this week how few of them I can name.

I can spot a redwood, or is that a sequoia?

Of course I know a maple leaf (thank you, Canada). But a Japanese maple?

And that Bay laurel? The leaf looks familiar, just not the whole tree.

And on it goes.

It doesn’t matter if I know the difference between the trees around me. Nothing is at stake.

But if I lose sight of their individuality – if I can’t see the tree for the forest – then I am choosing willful blindness over appreciation and awareness.

And trees, without judgment, defensiveness or retaliation, are a safe place to practice how I might think about other people.

DAVID BERRY is the author of “A More Daring Life: Finding Voice at the Crossroads of Change” and the founder of RULE13 Learning. He speaks and writes about the complexity of leading in a changing world.

You Don’t Fear People Whose Story You Know

20130316-155255.jpg“Ask: ‘What’s possible?’ not ‘What’s wrong?’ Keep asking.

Notice what you care about. Assume that many others share your dreams.

Be brave enough to start a conversation that matters.

Talk to people you know. Talk to people you don’t know. Talk to people you never talk to. Be intrigued by the differences you hear. Expect to be surprised. Treasure curiosity more than certainty. Invite in everybody who cares to work on what’s possible. Acknowledge that everyone is an expert about something.

Know that creative solutions come from new connections.

Remember, you don’t fear people whose story you know. Real listening always brings people closer together. Trust that meaningful conversations can change your world. Rely on human goodness. Stay together.”

Turning to One Another,” Margaret Wheatley

Exceptional Times

I failed Algebra 2 in high school. It was hard, I lacked the determination to figure it out and I wasn’t open to the help I needed. I finally just gave up and it was an easy decision to do so: I was a history, arts and language guy. Math had no relevance to me. Realizing I had to make up the failing grade and put a little lipstick on my college transcript, I enrolled in what turned out to be the easiest summer school class you can imagine. The “F” turned into an “A” because the teacher only gave us assignments and open book tests that matched the answers in the back of the book. I am not kidding. And I was all too happy to put the sorry experience behind me.

Do you remember when Forrest Gump finds out that he has a son and he’s desperately afraid that he will be “special,” too? I had that same fear when it came to my kids and math. Notwithstanding my wife’s stronger track record in this area, I dreaded the thought that I would pass along my ineptitude. Of course, this was a baseless concern. My kids are great at math and it’s one of my 15-year-old son’s best subjects. When I attended a “shadow your student” day not too long ago his math teacher passed out a worksheet introducing trigonometry to the class for the first time. The premise was simple, given the values of two sides of a triangle the students were to use the formula provided to find the value of the third side. I didn’t think much of it at the time, but enjoyed observing my son work through the new equation and felt very good that I understood, at least conceptually, what the heck was going on.

I soon discovered that was only to be my introduction to trigonometry. In the same way the make and color of the car you just bought seems to be everywhere you drive, this particular strain of math is following me around. In Anthony Doerr’s beautiful, compelling and Pulitzer prize-winning novel, All the Light We Cannot See, trig plays a central role. A German boy, orphaned, poor, smart and resourceful becomes a self-taught radio expert. His talents emerge during his education in a Nazi “prep school” and he is selected for daily laboratory time in support of the work of the school’s technical sciences professor.

“Can you do trigonometry, cadet?”

“Only what I’ve been able to teach myself, sir.”

Hauptmann takes a sheet of paper from a drawer and writes on it. “Do you know what this is?”

Werner squints. “A formula, sir?”

“Do you comprehend its uses?”

“I believe it is a way to use two known points to find the location of a third and unknown point.”

Hauptmann’s blue eyes glitter; he looks like someone who has discovered something very valuable lying right in front of him on the ground. “If I give you the known points and a distance between them, cadet, can you solve it? Can you draw the triangle”

“I believe so.”

And he does, repeatedly, aiding the professor in the development of a technology he will eventually employ to root out enemy forces and members of the resistance on both fronts of the war who are sending illegal radio broadcasts.

Their first meeting in the professor’s office concludes this way:

“A scientist’s work, cadet, is determined by two things. His interests and the interests of his time. Do you understand?”

“I think so.”

“We live in exceptional times, cadet.”

A thrill enters Werner’s chest. Firelit rooms lined with books – these are the places in which important things happen.

Here, again, we are living in exceptional times. Here, again, we are staring into the near future with very little assurance of what it holds, little to no certainty of what’s to come. We are searching in the dark for a railing to hang onto as we make our best efforts to define a future we can believe in. And, here is where, all these years later, I see a usefulness for math that I never imagined. Here is why, starting in my son’s classroom and deepened through this wonderful story, I can speak with confidence that leadership in a time of change requires an astute understanding and application of trigonometry!

Given two known points, can you find the third? Given what you know, can you find the unknown? I believe that the answer to that question, in the context of leading change, rests entirely in the depth and quality of our answers to these questions:

Do you KNOW yourself? values, strengths, limitations, purpose, hopes, dreams?

Do you KNOW your team members? values, strengths, limitations, purpose, hopes, dreams?

Do you KNOW your vision? Is it clear and compelling? Is it worth fighting for? Do you move toward it every day?

These are our known points. I trust as deeply as I can that knowing them without hesitation and with the deepest conviction to continuous revelation is our only hope for making the unknown known.

Exceptional times call for exceptional awareness, the coordinates we need to find our way.

DAVID BERRY is the founder of RULE13 Learning. He writes about the complexity of leading in a changing world, especially the parts where he doesn’t handle it very well. If you enjoyed this post someone else might, too. Please pass it along.

When a Right Turn Isn’t

right turn

This is the first in an occasional series of guest postings by people whom I admire for the leadership they offer to a complex and changing world. I hope you enjoy learning from them as much as I do.

My wife, young daughter and I had the fortunate experience to spend the past two years living in São Paulo, Brazil. As natives of Southern California we had never visited South America and it was a grand adventure in every way imaginable. What I was not expecting was that the experience would test my judgments and preconceptions but once I realized that was happening, I tried hard to embrace it.

It started small. Summer is winter. The metric system. The 24-hour clock. Celsius. A four or six-hour time difference (there’s no “spring forward”). I was always thinking and converting. No unconsciousness allowed.

One difference that completely surprised me in a “2+2 doesn’t equal 4” kind of way involved cars making right turns. As we are taught in the US, when approaching an intersection, you put your right blinker on, look left, maybe stop, and then turn right. It’s an easy image to conjure. That simple act, however, is more for the people behind you who can see the action unfolding and should, arguably, be prepared for it.

Compare that to cars coming from the opposing direction. What you are doing to them is not turning right but merging left. So, a left turn signal would be more appropriate. This is what they do in Brazil and I could never get used to it.

I’ve never questioned the act of the right turn before. I had no reason to. And it got me thinking about how my judgments – my assumptions – may prevent me from seeing what’s really happening. Here are a few things I came up with (with some questions to consider included):

  1. It’s not just about taking things for granted. At times, we should actively question foundational items and actions. What assumptions do you make that should be questioned? Re-evaluated?
  2. Take “if-it-ain’t-broke-don’t-fix-it” to a whole new level. Start small. Find something truly broken and look at it from a completely different perspective. Then move to a functioning product or process and repeat.
  3. Perspective matters. Are you considering everything? A 360° view can be healthy, necessary or just plain safe.

My experience south of the equator taught me to test my assumptions, to question the basis for my decisions, actions, and even the delivery of products and services. In a more profound way I see the importance of sound evaluation, considered from diverse points of view and re-evaluated appropriately and objectively. While this is not a simple thing to do, “simple” is not what leaders sign up for, right?

From now on, whenever I feel like I’ve got it all figured out, I remember myself at an intersection in Brazil helplessly trying to figure out which blinker to use. Take nothing for granted. There’s always another way to see the situation you’re in.

Joel Stern has 16+ years of full life cycle recruitment experience within professional and financial services. Throughout his career, Joel has developed and enhanced recruitment solutions (people, process, technology) to help create efficient and well run Talent Acquisition functions. At Opening, Joel’s focus includes building relationships with experts to create a library of evaluations, bringing best practices in talent acquisition and holding the team accountable to Opening’s value proposition: taking the guesswork out of the hiring process and helping employers build high-performing teams.