What to do when they change the rules

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Play it as it lies…

The official rules of golf have been changed! I know, in addition to the crazy swirl of national and world events, not to mention the relentless, arrhythmic drumbeat of your daily life this is sure to appear nowhere on any list of anything that you care about it.

Even so, bear with me for just a moment. I promise that I will spare you an analysis of the rule changes and talk directly about how this is a relevant example of adjusting to the unexpected.

A change to the rules of golf, esoteric to most, got my attention for one simple reason. I named my company after one of them.

The name of my company is RULE13 Learning. “Rule 13” in the old rulebook was “play it as it lies.” I chose this name for my company because it represents a lot of things that matter for leaders who are wrestling with personal, team and organizational change. It is about acceptance, resilience, responsibility and creativity.

I worked in the golf equipment industry for many years and felt great about naming my company after such a fundamental proposition: accept where you are and figure out how to get somewhere even better.

“Play it as it lies” is still a rule, of course, but by simplifying the rules down from 35 to 24, the old “Rule 13” has now become “Rule 9.”

RULE9 Learning? What do you think?

Yeah, me neither.

So, what to do? First, I just had a good LAUGH. I never – EVER – considered that this could happen. The rules of golf just are what they are (or were what they were): an accepted, if sometimes frustrating list of how to play a very traditional, conservative and inherently rule-bound game. The United States Golf Association and the R&A (or “Royal & Ancient”) are the official keepers of the rules of golf and are not what one would describe as liberal or progressive organizations.

And that means that I fell into the same trap I counsel my clients to avoid: believing that even the most hide-bound organizations cannot or will not change. If you look at it objectively, with participation in golf and golf industry revenues remaining flat or declining for at least the past 10 years and probably longer, OF COURSE the governing bodies were going to do something to make the game more approachable and enjoyable.

The irony of that…of having missed something so elusive because of its outward appearance and yet so obvious because of its inward reality just made me start to laugh.

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And don’t forget to have some fun!

And out of that laughter came the realization that I now have to ADJUST. I have to rethink and rewrite the language on my website. I have to rethink the story I tell about why and how I named my company. I have to recast that meaning in a new manner, one that demonstrates that even decisions that seem perfectly sound and timeless will be made irrelevant by the passage of time.

What’s more, this couldn’t of happened at a better time. I just celebrated the 5th anniversary of my business and as I continue to learn how to deliver meaningful work and my clients continue to shape my point of view, it is an ideal time for some thoughtful reconsideration.

I have a responsibility to stay at the leading edge of my own personal and professional transformation and the governing bodies of golf just gave me an extraordinary assist in doing so!

Now, having enjoyed a good laugh and considered some necessary adjustments it’s time to GET BACK TO WORK. I’m very proud of RULE13 Learning, LLC. It’s a growing enterprise with dynamic offerings and a terrific roster of clients. In fact, I’m more committed to the name and what it stands for now than perhaps I have ever been.

So, thank you to the USGA and the R&A for reminding of what I knew, that when we commit to playing it as it lies we commit to the whole experience: good, bad, challenging and rewarding.

We accept it all. We have a good laugh. We make some adjustments.

And then we get back to work.

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.

It’s a circle, not a line

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There’s a great moment in the movie “Contact” when Jodie Foster’s character – and pretty much every scientist and engineer on the planet -is trying to figure out how to read the design plans for a transportation device that has been broadcast to earth by an alien species.

Attempting to read the plans in a linear manner – in the same way we would read any text – proves impossible. The images and symbols simply don’t line up using the tried and true approach. Finally, Foster is tipped off that the “documents” themselves are actually multi-dimensional and once connected on three sides they become usable. This changes everything.

I had an insight recently that feels a lot like that.

My work with leaders and teams is centered on three interconnected principles, the application of which is the best “equipment” for building resilience and adaptability that I have learned to apply. But I’ve been thinking of it too narrowly, a victim of the same “tried and true” thinking described above.

These principles are the bedrock of my work, the centerpiece of every conversation:

  1. All change starts within. That is, we must develop a deep self-awareness, a fully literate self-understanding if we are to be sufficiently rooted to withstand the winds of change. That self-awareness creates an extraordinary byproduct known as empathy. When we know ourselves we begin to understand the depth to which others can be known and our curiosity leads us directly to…
  2. Deeper connection and stronger relationships. A single rooted tree does not make a forest. It is a collection of rooted trees, co-mingling there roots beneath the surface that makes a forest, an ecosystem within which shelter can be found, diversity can flourish and possibility begins too emerge.
  3. From that place of deep personal awareness and committed connection to one another we become open to the new. We know we must keep learning and exploring if we are going to survive and even thrive in the face of change. We also know that it’s far easier to peer into the unknown – to stand at the edge of the proverbial cliff – when we’re inextricably linked to others, our fears and doubts made tolerable by their presence and encouragement.

But then what?

And here’s the insight, something so obvious that I haven’t taken the time to understand and consider it an explicit way.

What happens after the cliff edge is that we walk the circle again.

 What I learn about myself at the cliff edge becomes the next layer of my self-awareness.

What we learn about one another through that shared experience becomes the next layer of empathy and trust in our relationship.

And it is that accumulation, that layering of self and relational knowledge, that equips us to courageously ask the inevitable question: what’s next?

We walk the circle again. And now, a little bit more faithful, a little bit more thoughtful and a little bit more prepared, we go even further.

Our ability to adapt and grow in the face of change is only limited by our willingness to walk the circle, to not break the chain from self to others to learning.

To keep walking. That is everything.

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.

The Fire That Saves

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Patches of dead and dying trees near Cressman, Calif., in 2016. CreditScott Smith/Associated Press

“100 Million Dead Trees Prompt Fears of Giant Wildfires” is the headline of an article in today’s New York Times that examines how interrupting the forest’s natural state – its inherent ability to “use” fire to its advantage – has created the potential for unsurpassed devastation:

Mark A. Finney, an expert in fire behavior for the U.S. Forest Service and an author of the study, says California forests are much more vulnerable now because, paradoxically, they have been better protected. In their natural state, forests were regularly thinned by fire but the billions of dollars that the state spends aggressively fighting wildfires and restrictions on logging have allowed forests to accumulate an overload of vegetation.

“We had forests that were very resilient to weather variations and insect disturbances in the past — maintained by frequent fire on the order of every year, or every few years at the most,” Mr. Finney said. By putting out fires, “we’ve changed completely the fire component of these ecosystems,” he said.

The same is true for many people. Instead of allowing for and learning from change we protect against it in all its forms. When we open ourselves up to what is shifting in our lives – and the shift is always going on – we build a resilience that serves us well when the inevitable big changes come. The alternative is to suffer a drought of adaptability and to eventually be fully consumed by something we could have learned to contend with.

Are you over-protecting and making yourself vulnerable to a devastating fire? Or are you learning – one small burn at a time – to thin out the undergrowth of your personal ecosystem by learning to notice, accept and learn from the truth of continuous change in your life?

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.

The One Conversation That Will Change Everything

oneYou want to get better at having more challenging and courageous conversations. What you’re doing now isn’t working so you’re looking for a better way, a way to hold a real conversation that actually leads to meaningful change. Like most people you’ve done your research and found that there’s no shortage of books to help you out:

Crucial Conversations, The Art of Conversation, Fierce Conversations, How to Talk to Anyone, You Just Don’t Understand!, That’s Not What I Meant!, are just a few.

And you’ve discovered that with rare exceptions, these approaches are externally rather than internally focused. They teach tips, strategies and approaches for how to engage and influence someone else during a moment of truth and make it productive, or at least better than last time.

While there is no doubt that some of these methods can work, they typically amount to no more than a shortcut around the much more significant and important conversation that needs to take place. That is the conversation within your self.

A more courageous conversation begins when we say “yes” to the invitation to examine the elements of our own individuality.

Instead of, “I will learn and employ this technique to get this person to respond in this way” (which is ultimately, if unintentionally a manipulative approach) what if a more personal and courageous set of questions was asked? Questions like,

  • What am I doing to contribute to this situation?
  • What responsibility do I have for what’s going on?
  • What are my values and how are they feeling threatened or compromised right now?
  • How confident do I feel about my work, position, authority or impact? How might I be acting out against some insecurity?
  • What am I doing – what strengths am I using – when I’m at my best? Am I at my best right now?
  • What stories do I tell about what should be happening? About what others think of me? About how I’ve been treated?
  • How am I getting in my own way?
  • Who’s help do I need?
  • What am I afraid of? What’s really at stake?

This is just a start but it could be a powerful one. It’s certainly a challenging one. And what if you got yourself up for the challenge and began this conversation in earnest? What if you decided to firmly and totally believe – even against present evidence to the contrary – that your progress in holding a deepening conversation with yourself would become a fertile seed bed for the growth of more substantive interactions with all of your significant others?

There aren’t too many people who are willing to take this level of responsibility. There aren’t too many who are willing to adopt the attitudes of vulnerability, transparency, ownership and service that are required. But leaders are willing to do so, which is why authentic leadership is actually quite a rare thing.

What you’re doing now isn’t working so you’ve started looking for a better way, a way to hold a real conversation that actually leads to meaningful change. Stop looking outside of your self and start looking within.

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.

The Story of Now

“You do not need to know precisely what is happening or exactly where it is all going. What you need is to recognize the possibilities and the challenges offered by the present moment and to embrace them with courage, faith and hope.”

— Thomas Merton —

The Story of Now is the story of what we do with our learning and how we continue to develop it. It is the story of turning insight into action, of turning our internal awareness toward our external reality. In other words, it is the story of how we change.

My daughter attends a school that is primarily made up of Hispanic students. Yesterday they were concerned about the election. Today, many are scared that they will be forced to “return” to a country they have never visited. This is not unique to her school or our community. This is our new national reality and it doesn’t much feel like the “land of the free and the home of the brave.”

Today, I am thinking of our great country as a small child who has crawled into its mother’s lap seeking reassurance that bad things won’t happen. That mother, like all mothers do, lies to her child. She says, “everything will be ok” and “nothing bad is going to happen.” She delays the child’s experience of reality because she knows that the child needs reassurance right now, in this moment. Sixty million Americans crawled onto mom’s lap yesterday because they preferred to be seduced by the lie of simplistic reassurance rather than challenged to wrestle with the complexity of truth.

The truth is that the America of the 1950’s – homogenous and predictable – no longer exists. It hasn’t for some time. That change has been hard for lots and lots of people, in real ways that I have no intention of denigrating or belittling. Globalization is real. The world is smaller and more connected than ever before. Jobs have been lost. The definition of marriage has changed. The make-up of our citizenry has changed. Racism (and so many other “-isms”) remains pervasive. A black man was elected president…twice! And, sadly our government has proven itself to be an ineffective monolith of self-serving behavior. In the face of all of that, with the option of choosing either a deeply flawed woman who was prepared for the job or a detestable narcissist who is grotesquely unqualified, well…60 million people spit in the face of common decency, picked up their ball and walked home.

It’s an immature, shallow response to a new level of complexity. The greatest nation on earth just announced that it is not prepared for change. The “right” guy came along at the right time to fan the flames of uncertainty and send half of the electorate to act on the regressed belief that machismo, polarization and isolation are not only viable but preferable responses. This is stark evidence that when imagination is lacking human beings do the simplest thing they can think of, even when it’s horribly wrong.

We have to, perhaps now we will, reconcile ourselves to the depth of our country’s division. We need leaders who are equipped for that and we need them at all levels of public and private service. In part, that “equipment” is the ability to tell three distinctly and inextricably linked stories: one of personal understanding, one of deep connection, and one of continuous learning. That last one? That’s the Story of Now.

An honest and ongoing self-examination reveals us to ourselves and creates the opportunity to do something with and about what we discover. That experience creates openness to others and the ability to enter into and build relationships of powerful empathy and mutual reliance. With that foundation in place it becomes possible to wrestle – productively, positively, imaginatively – with the realities of complexity and change.

Know yourself. Commit to others. Learn together to create change. That’s the recipe mature adults – mature leaders – follow to navigate toward and meet the challenges of our shared existence. Yes, there are many days we long for mother’s lap and her false promises of security. But we don’t succumb to that temptation because we have earned the ability and made the commitment to stand on our own two feet, holding each other up when the going is difficult. We have earned the ability to see simplistic lies, false promises, fear mongering and hatred for exactly what they are.

The changing face of our country and the interconnectedness of our world will only continue, regardless of what happens these next few years. More acceptance is coming. More openness is coming. More structural dependency is coming. More integrated, holistic and systemic thinking is coming. And it will be created, sustained and led by people who understand how to speak the stories of understanding, connection and learning.

The Story of Now is happening…now. If ever there was a time to write your part, this is it.

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.

The Tap

taxiA man in a taxi wanted to speak to the driver so he leaned forward and tapped him on the shoulder. The driver screamed, jumped up in the air and yanked the wheel over. The car jumped the curb, demolished a lamppost and came to a stop inches from a shop window.

The startled passenger said, “I didn’t mean to frighten you, I just wanted to ask you something.”

The taxi driver says “It’s not your fault, sir. It’s my first day as a cab driver…I’ve been driving a hearse for the past 25 years.”

Since I first heard this story a few months ago I’ve been using it to open every talk I’ve given and every workshop I’ve led. And I’m going to keep it up. It’s one of those jokes that have been around for a while, I’m sure. But it never fails to get a big laugh and it has proven to be a great way to open up one of the most challenging conversations we can have: how well equipped are we for the realities of change?

I have great affection for this taxi driver. I imagine him as a guy who woke up one day and realized after years of loyal service that he was no longer fulfilled by his work, no longer able to find in it what he needed to stimulate his imagination and ignite his sense of possibility.

I imagine that, in a very real way, he decided it was time to rejoin the living.

I imagine him enthusiastically sorting out all of the details of his new employment, anticipating the variety of people he would meet, the places he would go and the experiences he would witness. I don’t imagine him considering for even a moment just how big a shock to the system it would be to have a passenger lean forward and tap him on the shoulder.

A single tap on the shoulder forced him to let go of the past and wake up to the here and now in an immediate, uncomfortable and essential way.

I think about my decision to move to Chicago after college, the excitement of my first job dissipating in the hazy asphalt of interstate 80 as the realization that I was all alone settled into the seat beside me. Tap.

I think about moving to northern California as a young married couple in search of something new, something romantic, something that would jumpstart my professional life, only to my find that my lack of direction, a sharp lack of knowing who or what I was to become, was in full supply there, too. Tap.

I think about reconciling myself to the loss of a friendship that I believed would stand the test of time. Tap.

I think about the audience of six people I almost wrote off as a waste of my time only to have one of them turn into my biggest client of the year. Tap.

The more I consider these experiences – these reunions of expectation and reality – the deeper my conviction grows that the way to anticipate them, to welcome them and to work with them is to stay in an open and honest conversation with myself.

That conversation must include a combination of high expectation – the belief in possibility – and high regard for the universal truth that as soon as we pull away from the curb we become a bold invitation to the shaping hand of reality.

Drive on. Stay alert.

The tap is coming.

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, especially the parts where he doesn’t handle it very well.

You do not have to be good.

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Image credit: Kelly Warren – Wild Spirit Resources, LLC

I tacked this poem onto my bulletin board a few days ago. It’s been staring at me ever since, trying to help me understand, to see in a new way. This seems like a good day to explicate it as best I can. First, here’s the whole thing.

“Wild Geese” by Mary Oliver

You do not have to be good.
You do not have to walk on your knees
For a hundred miles through the desert, repenting.
You only have to let the soft animal of your body
love what it loves.
Tell me about your despair, yours, and I will tell you mine.
Meanwhile the world goes on.
Meanwhile the sun and the clear pebbles of the rain
are moving across the landscapes,
over the prairies and the deep trees,
the mountains and the rivers.
Meanwhile the wild geese, high in the clean blue air,
are heading home again.
Whoever you are, no matter how lonely,
the world offers itself to your imagination,
calls to you like the wild geese, harsh and exciting —
over and over announcing your place
in the family of things.

In my reading of the poem it has three acts: permission, perspective, and invitation.

Permission

You do not have to be good.
You do not have to walk on your knees
For a hundred miles through the desert, repenting.
You only have to let the soft animal of your body
love what it loves.
Tell me about your despair, yours, and I will tell you mine.

There are a couple of lines in this poem that stop me in my tracks, starting with the very first. If all I could have is that first line I’d be more than satisfied. I needed to hear it a long time ago. I wish I had known and believed it  long before now. It’s a mantra, a meditation. It’s also the beginning of permission to simply let go of all of the “shoulds” and comparisons and the pervasive perfectionism  that prevents creative expression.

The permission in these opening lines simply says, “It’s ok to get off of your knees, once and for all, to let go of shame and guilt and ‘not enough’ and walk on timid but strengthening legs to that which is calling you forward.” It reminds me of the heart-wrenching scene in “Good Will Hunting” when Sean (Robin Williams) says to Will, “It’s not your fault.” “It’s not your fault.” “It’s not your fault.”

And just as that permission begins to settle in, I hear the poet’s invitation to unburden myself of my despair AND to be present to the despair of another. My pain is no greater than yours. Yours is no greater than mine. We are all hurting. And we must all get up and continue walking. And we must help each other do it. It’s the only way.

Perspective

Meanwhile the world goes on.
Meanwhile the sun and the clear pebbles of the rain
are moving across the landscapes,
over the prairies and the deep trees,
the mountains and the rivers.
Meanwhile the wild geese, high in the clean blue air,
are heading home again.

The world goes on. I am small. It is vast. I am important, but not nearly so much as I think. I want to be special, to be heard and understood as I’m sure I never will be. Won’t you give me more time? More attention? More care and concern? Why have you moved on? Why must we change the conversation?

Eventually, as my voice gets smaller, drowned by the gorgeous volume of a world in motion, I have to reconcile myself to the hard truth – hard, hard truth – that it doesn’t exist just for me. It is not a backdrop, an elaborate setting for my experience. It simply exists. As do I. And by existing as it does, it reminds me to keep returning to myself to learn what I must learn. And to never stop because there is no end to that discovery.

Invitation

Whoever you are, no matter how lonely,
the world offers itself to your imagination,
calls to you like the wild geese, harsh and exciting —
over and over announcing your place
in the family of things.

If only I am willing to refuse my loneliness – that subtle device by which I convince myself that no one else will quite understand – it is all there for the taking. Gifts too beautiful to take in at a glance. I am here. You are here. The world is here, made to be free in.

On stronger legs now I stride into the world, persistent in my self-reflection, consistent in my regard for you, ready to learn all I must if I am to live into the possibility I can see just above the horizon.

That faraway place, always right here.

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.

Costco, the DMV and What I Learned From Paying Attention to One Thing

IMG_3407I like to do things quickly. To find the best way from A to B and to cover that ground as fast as I can. I like to be in control, to be uninterrupted when I’m right and to execute my plan as I see fit.

These qualities have served me well in my professional life. They allow me to meet and exceed high expectations and to enjoy the satisfaction of “delivering the goods.”

They have also gotten me into some trouble. My need for speed and control has, as you can no doubt imagine, been tested and dismissed in the real world of other people with both similar and different preferences for how they want to operate.

These inevitable confrontations leave me irritated, frustrated, annoyed and upset. Think of it as an always simmering, low level and perpetual version of “road rage.” I have allowed the disruption of my needs to ruin more days and more experiences than I care to admit. Far too many.

Until.

Until one day, realizing that the price of meeting these needs was getting too high, I decided to do something about it. Among other influences I was moved to action by David Foster Wallace’s now famous commencement address, “This is Water.” In it, he invites us to a radical empathy. He invites us to imagine the possibility, however implausible, that the person in front of us in line with too much stuff and a whiny kid has had a far worse day than we have; that the person who cuts us off in traffic is actually rushing a sick friend to the hospital; or that the person who seems oblivious to our existence is actually lost in thought about their dying mother.

He invites us to wake up to the brutal, obvious truth that the people around us are not bit players in the drama that is our life but are ACTUAL people leading ACTUAL lives of their own. He invites us to a new kind of awareness.

Moved and humbled, I started to pay attention in a new way and I started to make some progress. This year, in particular, I made it a focus to slow down, to let go of control and to let myself be swept along now and then in the current and the speed of those around me, going with the flow instead of trying to direct or divert it.

It is perfect then, that on this last day of the year, a year in which I really have strived to do better, I should find myself at both the DMV and Costco, two institutions who both by design and execution make my fantasy of speed and control look absurd. On any day, the DMV is a torture chamber. On New Year’s Eve, it was a cakewalk compared to the consumptive disaster that is Costco. Needless to say, I was tested to the max. And it was the realization that I was being tested, in the ultimate way, that helped me resolve to not only survive but to thrive in my navigation through the darkness of bureaucracy and the vastness of consumerism. I “thank you-ed” and “excuse me-ed” the hell out of those places. I let people go first, I got out of the way, I wished people “Happy New Year” and I decided to see my parking space as an opportunity for exercise instead of as the death march it could easily have been. In other worlds, I saw the experience for what it was, the reality of many, many people trying to satisfy their needs, rather than as a conspiracy to make sure that mine could not be met.

I did this because I decided to pay attention to it. That’s all.

So here, in another of what will surely be a maelstrom of articles about resolutions and planning, goal setting and change, I invite you to consider one thing. Pick something and focus on it. Think about it every day and see how it creeps into your consciousness, carves out a little space and gives you a stepladder to more awareness and new action.

For my money, that one thing should come from on of three areas:

  1. Self-Understanding. My “needs” awareness was driven by wanting to know why I was so damn frustrated all the time. Digging into that helped me see what was in the way and gave me a chance to do something about it.
  2. Connection and Relationships. For sure, there is someone in your life right now who needs more attention, better communication, more love, regard, respect, trust or empathy. Maybe they just need a little more of your time. Moving towards that space, being the one who is willing to go first, is what leaders do.
  3. Continuous Learning and Exploration. You, your team, your organization and community will only keep growing through continuous learning. The speed and pressure of change has made that so.

Do not choose three things. Do not choose two. Please trust me on this, PLEASE! Choose one thing and get started.

Perhaps, on New Year’s Eve next year you will be standing in line at the DMV, privileged to chuckle to yourself that after 364.5 days it was worth it to pay attention, after all.

DAVID BERRY is the founder of RULE13 Learning. He speaks and 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.

Productive Disruption

I’m rereading one of my favorite books right now: Gordon MacKenzie’s, Orbiting the Giant Hairball: A Corporate Fool’s Guide to Surviving with Grace. As Mackenzie describes it:

Orbiting is responsible creativity: vigorously exploring and operating beyond the Hairball of the corporate mind set, beyond “accepted models, patterns, or standards” – all the while remaining connected to the spirit of the corporate mission.

 To find orbit around a corporate Hairball is to find a place of balance where you benefit from the physical, intellectual and philosophical resources of the organization without becoming entombed in the bureaucracy of the organization.

 Orbiting is nothing short of a manifesto for how to save our organizations from themselves by inspiring individuals to “counteract the pull of Corporate Gravity.” It is a call for the productive disruption of the status quo.

When I led the leadership development initiatives for TaylorMade Golf Company the centerpiece of our program was professional coaching. We established and trained a cadre of internal coaches to support the continuing development – the continuous learning – of the company’s leadership team.

Our focus was on offering highly personalized leadership development in the context of the system in which we were all operating but in such a way that we – coaches and clients alike – could learn to orbit the status quo of the TaylorMade hairball and productively challenge it from falling too much in love with it’s past successes.

We rationalized that through powerful coaching relationships our leaders would discover the ways in which they were stuck in the hairball and devise strategies for how to escape it. We wanted to help them confront the tendency to fit in when what the organization most needed was a leadership group also capable of effectively standing out.

The organization was winning in the marketplace. It had devised a formula that overwhelmed the industry and was able to replicate it through some impressive consistency and a better than average portion of good luck. And as the whispers in the hallways began to increase it was increasingly evident that fewer and fewer people believed it would last. The hairball grew bigger, making it more and more obvious – and less and less likely – that we needed to rally ourselves to some new thinking to counteract the inevitable decline of a once vaunted approach.

Coaching existed to help unlock all of that nascent thinking. But the organization – despite many outward expressions to the contrary – was neither ready nor willing to cultivate it into future capability. As a result, coaching became less about supporting leaders in getting out of the hairball and into productive orbit and more about helping leaders deal with the realities of the hairball as well as they could. It served a useful purpose but not the one it was designed to serve and certainly not the one necessary to ensure it’s future viability.

At a minimum this is a cautionary tale. Organizational leaders need to open their eyes to the limiting realities of the status quo and make sure that the efforts they make to counteract it are born out of an authentic commitment to change rather than the false pretense of feel-good initiatives.

At a maximum we need leaders who will wake up to the truth that the world is changing faster than ever and that desperate attempts to hang onto the past will only exacerbate the pain of the present. We need leaders who believe and proclaim, once and for all, that their very existence is predicated on their personal responsibility to preserve, protect and defend the productive disruption necessary for real and responsible change.

DAVID BERRY is the founder of RULE13 Learning. He speaks and 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.