Tension

There’s a space between what we’re doing now and what we’ll be doing next. Some of that gap we can measure in time, like the timing between two notes on a musical score.

Then there’s a more complex, nuanced version. The quality of what is happening in that space. The energy. The things that affect the nature of that change.

The combination of these two qualities – time, and nature- create a tension, an energy, between one beat and the next.

That tension cannot be measured, only sensed. To sense it, we need make space for it.

That tension is increasing. For any given time period, the change energy is increasing. The difference between 2020 and 2021 is likely to very different to that between 2018 and 2019.

The issues we are seeing are not isolated from each other. They will combine and morph into new forms in a similar way to viruses adapting to defeat antibiotics.

We need to pay attention to this liminal space in which these issues combine. If we pay attention only to the symptoms, we’ll miss the cause and if do that we are far more likely to be disadvantaged than energised.

Whatever time you put aside for reflection and research, double it.

Stranded on the summit.

To make the changes we need to not just survive, but thrive together, we have to go beyond what we know and be guided by what we believe in, our intuition, and our insight.

It’s difficult, because we’re used to proof. A solid business case. Someone to blame if it goes wrong.

We’re used to lionising those who succeed, and castigating those who fail, even when what has been as stake is little more than profitably rearranging the deckchairs on the Titanic.

We’ve entered a period where to progress we need to go into the unknown and be prepared to fail in the pursuit of something worthwhile, whilst we gain the knowledge that will be the platform for the next decades of growth. (hint; people will be more important than systems)

Which brings me to an issue I see. Most of our training around innovation, creativity and leadership is formulaic. Designed for what we have been doing, not what we need to do. It is well delivered, professional, often expensive but has short time horizons. Its’ usefulness also has a short half life in periods of rapid change.

The capabilities we need to develop are significantly different. They address what is emerging but not yet clear, and focus on different values to the financial ones that have brought us to now. They are varied, developmental, often experiential and address more distant time horizons. They are not always expensive, or at this stage profitable for the providers.

This seems to generate a conflict. These two approaches speak different languages. They have different goals. Each can regard the other with disdain, as either too mundane, or too flaky. We need to resolve this conflict.

(Note – there is evidence of this changing. Attendance at Burning Man and some other settings includes senior leaders from a range of organisations – but we’re only making the tiniest of scratches in a very hard surface.)

We need a bridge; a common language. Otherwise, we get people to deep insights whilst exploring the unknown, and leave them stranded without any way to bring it back into the current mainstream. We can do the work, take them to the top of the mountain, but then leave them there.

The key is delivering insight, often to people who will resist it because it requires new thinking, new habits and new measures all of which are unfamiliar.

It places real loads on leaders who will require very different skills from those we teach in the mainstream.

It requires those of us delivering new ways of seeing to generate insight with a real responsibility to be not just guides, but Sherpas. To go along on the journey, share the load and the risk. To know not just the techniques, but the territory.

(and a High Five to David Chabeaux, who gave me the mountain metaphor. I like it a lot.)

Getting to the top of the mountain is dangerous, and the view is wonderful from there, but as any mountaineer will tell you more people die on the way down than on the way up.

In the Midlands? – Three things to reflect on this week.

For those of us in the Midlands, here are three things to think about over that CostaBucks as you start the week:

  1. There was a brilliant TEDx Brum event on Saturday. Lots of local, great speakers, and an exceptional one by Emma Mulqueeny. If you have millenials, anywhere in your world, visit her blog on “97ers”.
  2. There is a NextGen 14 conference here in Derby on Tuesday and Wednesday. Amidst all the routine, unexciting bits will be some insights that may just affect the way every business in Derby works.
  3. Bearing in mid what might emerge from this, here’s a trend that is frightening the tech companies, that also has implications for the rest of us.

These are the sort of things we normally pass by when we’re busy. Understandable, but we probably shouldn’t.

Have a great week.