Building a Bridge

THE NORMAL STATE OF LEADERSHIP

In the Normal State of Leadership

“[We] seek equilibrium.  In the normal state, we are comfort-centered, externally-directed, self-focused, and [externally] closed.  We construct a world of social exchange and economic transaction.  The central purpose of anyone in such a system is to obtain status and resources while avoiding pain and punishment.  When emerging reality threatens our deeply held values by suggesting we need to move into the unknown, we resist.  We become self-deceptive because we say change is needed, yet we want to avoid the risk of losing what we have, so we seek to ‘manage’ change in ways we do not find deeply threatening” (p. 69).

“In the normal state, we typically employ two general strategies of change: Telling, that is, making logical arguments for change and Forcing, that is, using forms of leverage such as threat or firing or ostracizing.  Less often, we use a third strategy, Participating, that is, using open dialogue and pursuing win-win strategies” (p. 69).

THE FUNDAMENTAL STATE OF LEADERSHIP

“When we are in the [Fundamental State of Leadership,] we become more purpose-centered, internally-driven, other-focused, and externally-open” (p. 21).

  • “We become less comfort-centered and more purpose-centered.  We stop asking, What do I want?…Instead we ask, What result do I want to create?…[That] may attract us outside our comfort zone and into the uncertain journey that is the creative state.  As we begin to pursue purpose in the face of uncertainty, we gain hope and energy” (p. 22).
  • “[We] also become less externally-directed and more internally-directed….We begin to transcend our own hypocrisy, closing the gap between who we think we are and who we think we should be” (p. 22).
  • “[We] also become less self-focused and more other-focused.  As our sense of achievement and integrity increases, we feel more secure, less selfish, and more willing to put the common good ahead of the preservation of self” (p. 22).
  • “[We] become less internally-closed and more externally-open.  When we meet our needs for increased achievement, integrity, and affiliation, we increase our confidence that we can learn our way forward in an uncertain and changing world” (p. 23).