The Deathline: Stopping the #1 All-Time Killer of Human Potential

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Welcome to the Innovative Leadership Newsletter, brought to you by the Innovative Leadership Institute, where we bring you thought leaders and innovative ideas on leadership topics each week.

This week’s article is written by Karen Tilstra, PhD., an author, award-winning innovator, and psychologist. It is a companion piece to her interview on Innovating Leadership: Co-Creating Our Future titled None Shall Pass: Crossing the Deathline, which premiered on September 19, 2023. 

Intro from “FauxMo:”

Short clip from the interview:

 

 Link to the entire interview:

Listen to the companion interview and past episodes of Innovating Leadership: Co-Creating Our Future via Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One.

“Knowing your deathline is your lifeline.”

Want to know the secret to being an effective leader and reaching your full potential? In theory, it’s quite simple: it all comes down to knowing and confronting your deathline. What’s a deathline you ask? Let’s find out.

 

“Whatever your deathline may be, we do any and everything to make sure we don’t cross these lines.”

A deathline is an imaginary line we draw, vowing never to cross. A physical deathline works to keep us alive. It’s what prevents us from jumping out of a plane without a parachute. Physical deathlines are universal and easy to understand.

We also live with social deathlines. Unlike the ubiquitous nature of a physical deathline, social deathlines are both highly personal and based on individual experience and personality. Social deathlines are based on a strict set of cultural expectations and norms. Whatever our deathline may be, we do any and everything to make sure we don’t cross these lines.

 

“Stifle our ability to act with emotional intelligence and think rationally.”

When it comes to being an effective leader and unleashing your full potential, physical and social deathlines aren’t the biggest factors. It’s personal deathlines we should be most concerned about. These deathlines are deeply personal, not governed by the antonym and physiology or the deeply ingrained social norms. Personal deathlines live deep in our subconscious. They are self-imposed boundaries we believe keep us emotionally safe and secure. Meant to help us survive, personal deathlines evolve from a place of need, but at some point, they stifle our ability to act in a proactive manner. When left to their own devices, deathlines take control, overshadowing our ambitions and stifling our gifts.

 

So, what exactly does a personal deathline look like?

Deathlines are simply fear. But this fear is the silent puppeteer controlling our deathlines. Many leaders are haunted by the fear of being fired or someone finding out they don’t have all the answers, thus activating a delimitating deathline.  And yet, beneath this veneer of self-doubt lies a wellspring of creativity and leadership acumen. When fear, aka a deathline, becomes the overriding emotion, it obscures our true capabilities, stunting growth and suppressing innovation.

Examples of a personal deathline are fear of failing, being rejected, or being perceived as incompetent. It may manifest into a scenario like this: in department meetings, you don’t speak up for fear of sounding unqualified despite being highly trained and experienced. You could be recognized as a brilliant team member, but you will never know because you let your deathline control you. Opportunities are missed, killing your potential.

 

The risk of leaving a personal deathline unchecked.

I have a friend whose deathline, “I cannot upset my boss and get fired,” thwarted his professional growth. The hoops he would jump through just to keep in his boss’s good favor could have earned him an Olympic medal. By his own admission, he was never honest with his boss and always played it safe. So, when it came time for a promotion, his boss skipped right over my friend. As you can imagine, my friend was crushed. When he worked up his courage to ask why he didn’t get the promotion, the boss responded, “I just didn’t see you were ready for advancement. You always stay on the safe side, and I needed someone who could tell me the truth, someone with courage.”  If he had only known about deathlines and how to navigate through them, he might have earned that promotion.

 

“Who does she think she is?”

As a young girl, the dominant voices around me shaped my perceptions. I recall my grandmother’s sharp retort to anyone she perceived as arrogant, asking, “Who do they think they are anyway?”  I can’t count the times I heard her say those seven words. Such seemingly innocuous remarks etched a deathline in my psyche. It took years of self-reflection and courage to challenge this self-imposed boundary. For I never wanted anyone to say about me, “Who does she think she is.”  It was a real deathline. In fact, ironically, I struggled with this while writing my book about the deathline. What if no one read my book, or a slew of bad reviews appeared on Amazon? This was a real deathline.

We all have deathlines holding us back. That’s why we must deal with them.

 

The Tollbooth Technique

Identifying one’s deathlines, however crucial, is merely the first step. The next is to challenge and navigate through them. And for this very purpose, I developed a metaphor I call the ‘Tollbooth Technique.’ Visualize your mental journey as a highway. Every time a deathline is activated, you come to a tollbooth. Now, you must pay the toll. So, just like a real tollbooth, where you slow down, pause, and pay the toll, when dealing with your deathline it’s the same. You pause, breathe, and ask the mother of all questions: “What’s really going on here?” This simple Tollbooth Technique creates the space needed to manage your deathline. Now you can more objectively decide whether to push ahead or retreat.

 

“Ace” Words: Space, Grace, Pace, Place

Managing deathlines beyond the Tollbooth Technique involves what I call ‘ace’ words: Space, Grace, Pace, and Place.

  1. **Space** – Create new mental space for fresh thinking. *Have I created the new mental space necessary for fresh perspectives and decisions?
  2. **Grace** – Extend compassion and forgiveness to others and myself. *How can I extend grace to encourage progress within myself and others?
  3. **Pace** – Discovering the proper pace needed. *Have I considered the right pace for the situation?
  4. **Place** – Place informs behavior. *Am I in the optimal place to foster collaboration, honesty, and creativity?

 

Embrace Your Deathline to Unleash Your Potential

Reflecting on my professional journey, a standout leader I once worked with epitomized what it meant to deal with one’s deathlines. One day she completely forgot an important meeting. I knew she was embarrassed, yet she admitted her mistake, which humanized her and created a safe environment. Such leadership isn’t about appearing flawless; it’s about being genuine. This was a positive outcome of identifying and dealing with our deathlines.

 

In closing, to unlock the doors to unparalleled success and personal growth, it’s imperative we recognize, challenge, and transcend our deathlines. I urge you to embark on this introspective journey today, to unearth, confront, and ultimately liberate yourself from the shackles of your self-imposed boundaries – deathlines!

Remember – Knowing your deathline is your lifeline!

 

ABOUT THE AUTHOR:

Karen Tilstra, PhD., is an author, award-winning innovator, psychologist, and super fun person. She has led hundreds of human-centered design projects, runs innovation workshops, and builds innovation labs for universities, healthcare systems, pro-sports teams, and government agencies. Her two books, The Deathline: Stopping the #1 All-Time Killer of Human Potential and 101 Activities to Ignite Collaboration, Boost Creativity, and Fuel Innovation, help leaders and team members unlock the creative potential that lies within all of us.

 

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption.
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University), which is accepting registrations now.

To-do list:

Check out the companion interview and past episodes of Innovating Leadership: Co-Creating Our Future on your favorite podcast platform, including Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows airing by following the Innovative Leadership Institute on LinkedIn.

Beyond Mental Health: The Evolutionary Frontier of Intentional Psychedelic Medicine Use in Curated Ceremonial Settings

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Welcome to the Innovative Leadership Newsletter, brought to you by the Innovative Leadership Institute, where we bring you thought leaders and innovative ideas on leadership topics each week. 

This week’s article is written by Ehren Cruz, founder of The SpArc: a groundbreaking coaching approach that utilizes rites of passage immersive experiences to dramatically elevate awareness, embodiment, and impact. It is a companion piece to his interview on Innovating Leadership: Co-Creating Our Future titled Changing Leadership Mindsets – Psychedelics, which premiered on July 16, 2023. 

Listen to the companion interview and past episodes of Innovating Leadership: Co-Creating Our Future via Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One.

Across the world, the walls of psychedelic prohibition are rapidly crumbling as the momentum of what often is referred to as the “Psychedelic Renaissance” continues to gain steam. Fueled by the alarming needs of a nationwide mental health crisis, compounds once considered taboo are now being celebrated as “breakthrough medicines” from Oprah and Aaron Rodgers to Deepak Chopra and Prince Harry. With over 1400 peer-reviewed journal articles, 25,000 op-eds, and 300+ universities establishing psychedelic research institutes worldwide, the momentum is clearly not showing any sign of slowing down. It’s safe to say we have approached the dawn of a new Era in the acceptance of the therapeutic efficacy and importance of psychedelic medicine. Yet, although mental health is the preeminent driver of this contemporary resurgence in psychedelic interest, it is far from the original reason these “plant medicines” have been utilized by humans since time immemorial.

 

For deeper insight, we’ll have to take a look back into what researchers at the Center of Psychedelics and Spirituality from Emory University call the “Deep Time” of psychedelic use. The ceremonial path, that is, the utilization of plant medicines as sacramental catalysts in curated rites of passage experiences, can be traced back nearly 40,000 years to prehistoric cave paintings in Northern Spain, France & Africa. The late great Terrence McKenna, his brother Dennis, and prominent mycologist Paul Stamets have proposed the “Stoned Ape Theory,” a time period when homo-sapiens sapiens made a radical elevation in creative and cultural expression likely spawned by the ingestion of psycho-active compounds. The ongoing use of these compounds by subsequent civilizations for “self-actualization, creative inspiration, and spiritual connection” has persisted to this day at the heart of some of the world’s most celebrated traditions.

 

In Ancient Greece, for over 1700 years, the Eleusinian Mystery Cult served the Kykeon, an ergot-infused psychedelic brew that, when paired with sacred theater, taught of the “Immortality of the Soul”. In Egypt, hieroglyphics of mandrake, psilocybin, and bluewater lilly can be found in depictions of arcane ceremonial rites at the temples of Karnak & Luxor. The Aborigines have long used the Pituri Bush to access dream-like trances for divination and spiritual communion. In the Far East, Vedic ancient Indian temple art reveal the Gods Indra, Vishnu & Shiva dancing atop mushrooms falling from the heavens as they “praised the soma” (a lost elixir) for its divine qualities. Psilocybin is highly documented as a sacred right in Druid, Celtic & Nordic traditions, while peyote, huachuma, and ayahuasca have been central to Indigenous ceremonial use in North & South America for thousands of years. In Ancient Meso-America, Teonachtl (Flesh of the Gods – Psilocybin) was central to the cosmology of the Aztec, Olmec, Maya, Toltec, and Mazatec civilizations, who later regifted it back to the West through Maria Sabina in 1957. There is even great evidence of the use of a psychedelic eucharistic by Gnostic Christians in catacombs pre-council of Nicea in 389 A.D.

 

What makes psychedelics such a powerful catalyst of radical transformation? To understand this, we look to contemporary scientific research that analyzes the amazing neural-adaptive properties of psilocybin. Psilocybin is a serotonergic compound whose main active alkaloid psilocin connects directly to the 5H2A serotonin receptor. This receptor has a tremendous amount of expression in the neocortex, which governs the ability to change attitude, mood, thought processes, and perceptions. The thalamus, which is the mind’s weigh station for informational exchange, dramatically broadens its sensory information flow, greatly increasing integrative communication. Psilocybin also stimulates the production of Brain Derived Neurotropic Factor (BDNF), a protein that nurtures existing neurons and promotes the genesis of new ones. Increased neuroplasticity, along with pyramidal dendritic sprouting, supports the breakdown of maladaptive connections and the fortifying of positive ones. This is why powerful realizations made in the journey experience are seldom one-off insights and instead persist into sustained new pathways of thought, influencing decision-making far beyond the scope of immediate experience. And this is only the beginning; after nearly a 50-year moratorium on psychedelic research, the eruption of interest is leading to more and more novel therapeutic applications at an unprecedented rate.

 

Yet psychedelics go far beyond helping the unwell reestablish a baseline quality of life. In the annals of history, it’s frequently overlooked how many brilliant discoveries were made under the influence of psychedelics. The nobel prize-winning geneticist Francis Crick reportedly discovered the structure of the double helix under the influence of LSD. In biochemistry, Kary Mullis developed the PCR test from insights gleaned on psychedelics. Steve Jobs, while on psychedelics, was inspired to shift “prioritizing quality & synergy in products over revenue generation.” Ralph Abraham credits his groundbreaking insights on chaos theory to psychedelics, while the creation of “cloud” storage by Andrew Wiggins and advances in quantum gravity theory by Carlo Rovelli were paradigm-shifting additions to their respective fields. And, of course, we can’t forget the miraculous no-hitter pitched by the great Dock Ellis in 1970 while under the influence of a high-dose psychedelic experience.

 

Access to creative genius is not confined to adept scientists, nor is it solely about novel discovery. It’s important to remember another key facet of the psychedelic experience includes the release of oxytocin, a chemical often associated with breastfeeding that creates deep and sincere feelings of self-worth and self-love. This, along with serotonin and feelings of deep contentment and interconnection, often leads to powerful gestures of empathy and compassion towards the self and others. In my own work, I recently facilitated a curated psychedelic immersive experience for three YPO Billionaire leaders who own a software security engineering firm and were in the middle of an equity rollover into a newly formed entity. While in a place of deep reflection on how to divvy up a $20,000,000 surplus mid-journey, they came to the powerful realization of the genuine love and care they held for many employees who were not shareholders and thus did not have guaranteed positions in the formulation of the new organization. Instead of dividing their windfall between the three of them, they decided at that very moment to provide each employee in the organization a $50,000 cash bonus, a guaranteed position in the new organization, and options to buy shares in the new organization no matter how large or small the investment. In one brief moment of compassionate realization, they changed the life trajectory of 400 earnest employees who went from a period of great trepidation in potentially losing their positions to a life-affirming capital investment in their future.

 

In supporting dozens of curated retreats and masterminding psychedelic ceremonial experiences, as well as upwards of 150 one-on-one self-actualization journeys, I’ve seen countless shifts in integrative thinking release clients from self-imposed limitations while opening them up to new thresholds of potential. Time and time again, accessing these transpersonal states of consciousness has resulted in dramatic life-affirming decisions that have had a profound impact on families, communities, and organizations. When you let go of who you think you are, you open up into who you truly are; and there are no bounds to the creative potential of a psyche that is free of the confines of social and cultural conditioning.

 

As psychedelic science reveals in countless studies since the landmark Johns Hopkins research led by the legendary Dr. Rolland Griffith, there is a direct correlation in the power of transcendental revelation leading toward lasting therapeutic outcomes. From my many years of guiding ceremonial journeys to impact professionals, leaders, and entrepreneurs, there is no doubt accessing mystical states in a supportive intentional container can lead toward profound elevation in personal and professional capacity. This insight and healing directly correlate to a dramatic rise in emotional intelligence, innovation, and compassionate servant leadership.

 

In our contemporary culture that is bursting at the seams with complex problems, we need provocative solutions to expand our perception into new creative outcomes. As Albert Einstein famously said, “You cannot solve a problem with the same mind that created it.”  Enter psychedelics. With the right preparation, navigation, and intentional integration framework, these powerful compounds can provide you with a surefire way to discover “How to Change your Mind” for the betterment of us all.

 

ABOUT THE AUTHOR:

Ehren Cruz is a historian & anthropologist, Third Wave Psychedelic Certified Coach (CCP1), CTA & ICF Professional Certified Coach (PCC), Master Ceremonialist, Trained Harm Reductionist, loving husband & proud father. He is devoted to the healing & self-actualization of self & others in all facets of his life.

For over a decade, Ehren has dedicated his life to the creation of experiences that ignite the mind, inspire the heart, and empower our communities. From reimagining organizational culture to transforming the face of festivals & events, his success is rooted in the fostering of environments that welcome and encourage self-actualization, team synergy, and inspire creative expression. Between 2009-2019, Ehren produced, curated, and served as Master of Ceremonies for events welcoming over 300K patrons, hailing from 80 different nations, including 5400+ performers, 3000+ individual shows, 1650+ workshops, and countless immersive experiences – setting a new bar for what’s possible when converging visionary art, music, culture, & spirit into the alchemy of intentional festival settings.

After a decade as an award-winning producer & high-performance team builder, netting over $100M in gross regional income through festivals & events, in early 2021, Ehren founded The SpArc: a groundbreaking coaching approach that utilizes rites of passage immersive experiences to dramatically elevate awareness, embodiment, and impact.

 

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption.
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University), which is accepting registrations now.

To-do list:

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future on your favorite podcast platform, including Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows by following the Innovative Leadership Institute on LinkedIn.

Leading Edge 120: Week Ending September 17, 2023

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Welcome to the thirteenth edition of the experimental series Leading Edge 120 by the Innovative Leadership Institute. Each video is a 120-second (more or less!) look at a major news story from the prior week through the lens of leadership. The intent is to keep you current as a leader in a quick and easily digestible format. In this episode, Maureen Metcalf and Greg Moran discuss learning from tragedy. Please help us shape this new content format by providing feedback in the comments!

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University).

To-do list:

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future via Apple Podcasts, TuneIn, Stitcher, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows airing by following the Innovative Leadership Institute on LinkedIn.

 

Leading the Future Workplace: Navigating Change and Fostering Success

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Welcome to the Innovative Leadership Newsletter, brought to you by the Innovative Leadership Institute, where we bring you thought leaders and innovative ideas on leadership topics each week. This week’s interview is produced with support from the International Leadership Association.

The International Leadership Association’s 25th Global Conference is taking place online October 3-4 and onsite in Vancouver, Canada, October 12-15. There’s still time to register and make career-advancing professional connections as you discover the latest leadership research, best practices, tools, and tips. And, if your focus is leadership in the healthcare sector, be sure to attend ILA’s Healthcare Leadership Conference – a special one-day pre-conference event taking place October 12th. The Innovating Leadership podcast team will be at the Global Conference — will you? Learn more about both events at https://ilaglobalconference.org.

This week’s article is written by Cameron Stockdale, CEO of the Work Wellness Institute. It is a companion piece to their interview on Innovating Leadership: Co-Creating Our Future titled Boosting Workplace Well-Being, which premiered on September 12, 2023. 

Intro from “FauxMo:”

 

Short clip from the interview:

 Link to the entire interview:

 

Listen to the companion interview and past episodes of Innovating Leadership: Co-Creating Our Future via Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One.

In a rapidly evolving world marked by technological advancements and constant innovation, the role of leadership has taken on a new significance. As we stand on the brink of an era filled with uncharted possibilities and formidable challenges, we must delve deeper into the critical aspects that shape leadership in this changing landscape. A storm is brewing, a flurry of change that promises to revolutionize the world of work as we know it. The scene is set for a transformation that demands a fresh understanding of leadership.

The Fading Value of Skills

Think back to a not-so-distant past when businesses depended heavily on specialized skills, each carefully crafted and aligned like the components of a complex machine. Employers sought out professionals with specific abilities, matching them intricately with detailed job descriptions. The outcome of this approach was a landscape of skills-based organizations where employees fit into precise moulds, each contributing to the corporate machinery. This method fostered a rigidity that made companies resistant to change. Specialized skills led employees into a comfort zone, and they became resistant to alterations in their roles. The fixed nature of these roles meant that companies found it difficult to evolve, and this resistance developed within the workforce. Consequently, it required considerable effort and innovative leadership to break free from this inertia, introduce new directions, and guide employees out of their entrenched positions.

But the winds of change do not respect tradition. As they began to blow, they slowly eroded the once impervious structure of skills-based architecture. Today’s highly prized skills are facing a short shelf-life, threatened by the relentless pace of innovation. Tomorrow’s world might consign many of today’s talents to the annals of history, leaving a crumbling façade where a formidable structure once stood. Consider a highly trained and specialized individual, perhaps an expert in their assigned role, but would prefer to keep their job description and resulting work unchanged. As the tides of business shift and new strategic priorities surface, this individual becomes an anchor weighing down the ship rather than a sail propelling it forward. To be a leader in this environment requires a new set of competencies to move the organization forward to take advantage of opportunities or avoid problems.

The New Horizon: Competencies

These changes, technology, labour market expectations, and ever-evolving regulation will force leadership to acknowledge the shifting paradigm to develop new competencies to survive, and is not merely a rhetorical proposition but a profound prediction. The dawn of a new age is upon us, marked by the need for flexibility, creativity, and readiness to navigate uncharted waters. The birth of new competencies, like the ability to identify opportunities and exercise creativity, heralds a radical departure from the norms of past leadership theories.

Take the ability to identify opportunities, for instance. It requires absorbing multifarious information, identifying patterns, and discerning potential opportunities at the intersection of these patterns. It requires a flexible and nuanced approach, blending critical thinking with intuitive insight.

Creativity, too, takes on new meaning. No longer a trait attributed solely to artists or designers, creativity emerges as a symbol of innovative thought and adaptation in a world where change is the rule, not the exception. It reflects a capacity to think outside the box, conjure inventive solutions to problems, and continually adapt to ever-shifting landscapes.

Consider that employee who clings dearly to their entrenched job description, refusing to take on new challenges or responsibilities. Adaptability becomes essential when the business landscape shifts, yet the person who remains anchored to the old ways is an obstacle rather than an ally to change. This behaviour prompts reflection on leadership’s role: What qualities must leaders possess to encourage flexibility and foster these essential new competencies?

The Emergence of Rapid Learners

The transforming landscape requires more than just a shift from skills like typing to competencies. It demands a new breed of professionals characterized by their ability to learn swiftly, assimilate new concepts, and apply them effectively. These “rapid learners” can skillfully navigate a volatile landscape, handle uncertainty, and maintain equilibrium amid chaos. Such people will survive and thrive, leading their organizations toward success. They will embody resilience and adaptability, flourishing in an environment where others falter. But what guides them? What nurtures these traits, and how can they be cultivated within the broader workforce? Leaders will need to foster a culture that emphasizes continuous learning and development. Employees must feel encouraged to explore, experiment, and even fail without fear of reprisal. Employees need the autonomy to make decisions, take risks, and learn from their experiences. Leaders who empower their employees can foster a sense of ownership and personal investment in one’s growth and the organization’s success.

The Evolution of HR

This profound transformation extends beyond individuals and influences the core of human resources practices. Hiring professionals must embrace a new perspective, shifting focus from what a candidate can do today to what they can potentially achieve tomorrow. Qualifications and experience, while still essential, must be augmented by assessing resilience, curiosity, adaptability, and a propensity for rapid learning.

In essence, the era of skills-based organizations is fading into obsolescence. The future demands an adaptable, flexible approach, where the ability to quickly handle change, spot opportunities, and learn becomes paramount. These new competencies, rising like a phoenix from the ashes of the old, herald the arrival of a new epoch, one where those equipped to harness the winds of change will lead the vanguard into a brave new world of work.

The Symphony of Leadership

We return to the question: What does it take to be a leader in this shifting landscape? The answer lies not in clinging to the old but in embracing the new. Leadership today requires a delicate balance of being anchored in core values while embracing the fluidity of change. It calls for wisdom to recognize the winds of transformation and the courage to set sail, riding the waves of innovation and adaptability.

In the wake of this storm of change, leaders must become the conductors of a new symphony, where the music continually evolves, and the melody resonates with the new world. It’s a symphony yet to be entirely composed, and it demands leaders who are both composers and performers, skilled in creating harmony amid uncertainty. It’s a grand composition that captures the essence of our time and sets the tone for the future. In this world of constant flux, leadership is not just a role but an art, the mastery of which will become the decisive factor in navigating an ever-changing landscape, enabling businesses and individuals to adapt, innovate, and succeed.

 

ABOUT THE AUTHOR:

Dr. Cameron Stockdale, an executive leader and scholar in the fields of leadership, innovation, technology, law, and organizational behavior, brings his extensive experience to bear in guiding positive change within organizations. Emphasizing an approach of ongoing growth and refinement, his work focuses on increasing efficiencies and bolstering team performance. Drawing from a substantial background in emergency services, including over 25 years of hands-on experience, Dr. Stockdale’s research is rooted in its practical applications. As the CEO of the Work Wellness Institute, a non-profit research organization dedicated to conducting global research and disseminating knowledge that fosters a positive workplace environment, Dr. Stockdale’s goal is to make research more accessible for workplaces and employers, with a focus on workplace health, wellness, and performance issues.

Besides his undergraduate education in Recreation Management and Paramedicine, Dr. Stockdale holds a Doctor of Education degree in Interdisciplinary Leadership from Creighton University, a Master of Laws degree in Innovation, Technology & Law from the University of Edinburgh, a Postgraduate Certificate in Organizational Behavior from Harvard University Extension School, and a Master of Arts degree in Leadership from the University of Guelph.

 

ILI congratulates partner Competent Boards on 5 years of educating current and future directors in over 50 countries!

Given the recent updates to the IFRS S1 and S2 standards, directors and management are required to disclose their sustainability competencies and who is qualified to oversee sustainability-related risks and opportunities in their organization. Taking a Competent Boards program and getting a designation/certification is an excellent way to meet this requirement. 

Find the programs offered by Competent Boards here: https://competentboards.com/programs. As a subscriber to the Innovative Leadership Newsletter, you can use the code CB5 for a 5% discount. 

 

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption.
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University), which is accepting registrations now.

To-do list:

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future on your favorite podcast platform, including Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows by following the Innovative Leadership Institute on LinkedIn.

The Age Of Humanness

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Welcome to the Innovative Leadership Newsletter, brought to you by the Innovative Leadership Institute, where we bring you thought leaders and innovative ideas on leadership topics each week.

This week’s article is written by Chris Nolan & Michael Schindler.  Chris Nolan is a multi-award-winning writer and director, bringing in-depth understanding to the complex interplay between humans and AI technology. Michael Schindler, a veteran, writer, and podcast host, adds his transformative voice to the discussions on integrating AI with human qualities. It is a companion piece to their interview on Innovating Leadership: Co-Creating Our Future titled The Rise of Humanness (The Role of People in an AI World), which posted on September 5, 2023. 

Intro from “FauxMo:”

Short clip from the interview:

 Link to the entire interview:

 

Listen to the companion interview and past episodes of Innovating Leadership: Co-Creating Our Future via Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One.

An excerpt from Chapter 1 of their forthcoming book, The Age of Humanness:

THE CROSSROADS OF HUMAN DESTINY

We find ourselves at a pivotal moment in human history — we are at the elbow of the exponential curve, poised at a “fork in the road” moment. We are either on the brink of a technological renaissance that will unfurl a new tapestry of human evolution or we are facing a dystopian future wrought by inaction, irresponsibility, and lack of foresight.

The trials and tribulations of recent years — the COVID pandemic, geopolitical turbulence, and anxiety over livelihoods in the face of AI — have shaken our collective psyche to its core, impacting our well-being and faith in the future.

Society, the workplace, and the economy all stand at the precipice of transformation or disintegration.

As recent stats from the World Economic Forum inform us, since COVID, the crises, uncertainty, and risks have only accelerated.

It’s a vast list from geopolitical, economic, social and climate upheaval, to threats to democracy and mental health deterioration. It is not hard to fathom why studies show people all over the world are terrified of what’s next.

Over 70% of the world, especially those between 18 and 40, are fearful of the future. And over half think humanity is doomed.

We are now at a crucial moment, where change will challenge and push the envelope of our linear-biased minds to master this new exponential world.

The futurists among us compare the present era to the convergence of twenty Gutenberg printing presses.

Overnight, the specter of artificial intelligence disrupting jobs and livelihoods whipped the unsuspecting teeming masses into a frenzied state of collective hysteria.

We’ve all been caught off guard with the seemingly sudden arrival of so much change. And we’re behind the curve. But we cannot allow ourselves to be caught off guard again. Or fall even further behind the exponential curve. Or become consumed with mass hysteria, despair, or apathy.

The pace of change is breathtaking, terrifying, and exhilarating all at once. And the acceleration is only accelerating.

Far more revolutionary, earth-shaking technologies and changes are coming at us down the pike — beyond just chatty GPTs and other AIs. Here’s how the hockey stick graph translates to AI’s exponentially accelerating computer power.

In 2050, it’s on track to have 1,000,000 times more intelligence than today.

Indeed, ChatGPT 4 has astoundingly leapfrogged beyond the projections that were once thought to be years away. We are now riding the crest of a double exponential curve, accelerating at a dizzying, doubling, doubling pace.

The arrival of artificial general intelligence (AGI, a machine possessing the full cognitive abilities of an adult human) is now estimated to emerge in a mere decade or two.

Thus, we find ourselves grappling with a world that is more uncertain, more enigmatic, and more unpredictable than literally any human can comprehend.

We are at an urgent crossroads, a time of decisions and actions for you, society, and all of humanity.

For, along with monumental challenges, we must not lose sight of the colossal opportunities and the potential abundance that this era offers.

We must turn this pervasive fearful, pessimistic narrative on its head, for despair, apathy, and apprehension serve only to hinder positive progress.

It is the optimists who shall save the world.

 

ABOUT THE AUTHORS:

Chris Nolan is a multi-award-winning writer and director, bringing in-depth understanding to the complex interplay between humans and AI technology. His insights, gained from a distinguished career, aid in comprehending and balancing the intricate dynamics of this digital era. His thought-provoking work on VUCA: The Secret to Living in the 21st Century, showcases his adeptness in decoding exponentially accelerating technological changes. Michael Schindler, a veteran, writer and podcast host, adds his transformative voice to the discussions on integrating AI with human qualities. His inquisitive approach breaks down the complexities of blending business and AI. Mike’s expertise, shaped by hosting the Military Wire podcast, frames his insightful outlook on the future of work.

Together, Michael & Chris consult with companies – and coach their leaders – on navigating VUCA in the business world…and understanding humanness in the process.

 

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption.
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University), which is accepting registrations now.

To-do list:

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future on your favorite podcast platform, including Apple Podcasts, TuneIn, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows airing by following the Innovative Leadership Institute on LinkedIn.

Leading Edge 120: Week Ending September 10, 2023

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Welcome to the twelfth edition of the experimental series Leading Edge 120 by the Innovative Leadership Institute. Each video is a 120-second (more or less!) look at a major news story from the prior week through the lens of leadership. The intent is to keep you current as a leader in a quick and easily digestible format. In this episode, Maureen Metcalf and Greg Moran discuss a counter-intuitive trend: as people get promoted, they leave for a different job . Please help us shape this new content format by providing feedback in the comments!

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University).

To-do list:

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future via Apple Podcasts, TuneIn, Stitcher, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows airing by following the Innovative Leadership Institute on LinkedIn.

 

Leading Edge 120: Week Ending September 3, 2023

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Welcome to the eleventh edition of the experimental series Leading Edge 120 by the Innovative Leadership Institute. Each video is a 120-second (more or less!) look at a major news story from the prior week through the lens of leadership. The intent is to keep you current as a leader in a quick and easily digestible format. In this episode, Maureen Metcalf and Greg Moran discuss quiet cutting. Please help us shape this new content format by providing feedback in the comments!

 

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University).

To-do list:

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future via Apple Podcasts, TuneIn, Stitcher, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows airing by following the Innovative Leadership Institute on LinkedIn.

 

Leading Edge 120: Week Ending August 27, 2023

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Welcome to the tenth edition of the experimental series Leading Edge 120 by the Innovative Leadership Institute. Each video is a 120-second (more or less!) look at a major news story from the prior week through the lens of leadership. The intent is to keep you current as a leader in a quick and easily digestible format. In this episode, Maureen Metcalf and Greg Moran discuss the recent study showing hybrid work beat out both work from the office and full-time work from home. Please help us shape this new content format by providing feedback in the comments!

 

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University).

To-do list:

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future via Apple Podcasts, TuneIn, Stitcher, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows airing by following the Innovative Leadership Institute on LinkedIn.

 

10 Guiding Principles of Human Leadership

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Welcome to the Innovative Leadership Newsletter brought to you by the Innovative Leadership Institute, where we bring you thought leaders and innovative ideas on leadership topics each week.

This week’s article is written by Jennifer Nash, founder & CEO of Jennifer Nash Coaching & Consulting. It is a companion piece to her interview on Innovating Leadership: Co-Creating Our Future titled Be Human, Lead Human, which aired on August 22, 2023. 

Intro from “FauxMo:”

Short clip from the interview:

 Link to the entire interview:

 

Listen to the companion interview and past episodes of Innovating Leadership: Co-Creating Our Future via Apple Podcasts, TuneIn, Stitcher, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One.

The difference between an average leader and an outstanding one is deceptively simple. The secret to driving exceptional performance is being a human leader.

Human Leadership is the way of the future because it places the human element of business at the forefront—where it should have been the entire time—instead of focusing on performance, projects, or profit. Human Leaders support the people doing the work that brings in revenue. This in turn supports the customers, the organization, and the leaders themselves. Everyone thrives under Human Leadership.

A leader’s position is unique because it is both a directive and a supportive role. Leaders are directive because they determine direction through vision and hold their teams accountable for implementation. But more importantly, they’re supportive because it’s the leader’s job to ensure everyone has what they need to succeed. That’s why good human and relational skills are critical to leading well.

Leaders create value by proactively leading themselves, their team, and the business to drive profitable growth for all stakeholders. They create culture through connecting people with their work and with each other so that every role is more than just a job.

Today, I want to discuss 10 principles that effective Human Leaders believe and practice to drive outstanding performance.

1. People are the most important value creators in organizations.

I’ve said it before, but it always bears repeating. The human element is the most important aspect of any organization. Goods or services don’t magically appear without people to make it happen.

Human Leaders recognize this truth and use it to create value for all stakeholders. They know that when you take care of your people, your people will take care of the work. Around that strong foundation, everything else falls into place.

2. Organizations must be places where people come to grow, not just work.

Because Human Leaders recognize the value of people, they prioritize helping people grow and evolve on both personal and professional dimensions. This means creating a workplace culture that offers employee-directed development opportunities and making the work about more than producing deliverables.

Research shows shifting the workplace to a growth environment positively affects engagement, well-being, and relationships. Team members become more skilled, produce better quality work, and are happier in their roles.

The key to success, then, is to shape work roles around people, not the other way around. Craft work around more than what needs to get done. Use it as a tool to spark and grow your team members’ internal flames. Let people’s interests, strengths, and purpose inform job crafting and design.

Which leads me to the next principle:

3. Personal identity shapes professional persona.

Human Leaders know there is no such thing as separating your “personal” self from your “professional” self. Sure, someone might dress differently in and outside the workplace, but their personality and interests don’t change when they walk through the office door—and they shouldn’t.

The idea that there is one persona that leaders should project is old-fashioned and useless. Leading with a “chief problem-solver” identity doesn’t benefit anyone. This is especially true if that persona doesn’t align with your true personality.

Who you are as a person influences who you are as a leader. In other words, your leadership is influenced by:

  • The beliefs you hold.
  • The actions you take.
  • The behaviors you demonstrate.
  • The values that guide your decision-making.
  • Your personality.
  • Your energy source.
  • Your empathy (or lack thereof).

Every one of these aspects translates one for one into who you are and how you show up as a leader. Just as who your team members are in these aspects influences how they show up as employees. That’s the whole reason jobs suit different people.

4. We must be technically proficient in the human element, not just functional areas.

Human Leaders understand that it takes more than technical skills in a functional area to successfully manage a team. A leader lacking good social skills isn’t going to get far with their team members, even if they previously excelled in the exact same role as the people they’re now leading.

Being technically proficient in the human element means understanding people—as human beings, not just employees. Human Leaders get to know each member of their team so that they can understand them enough to answer these fundamental questions:

  • What do they struggle with?
  • What’s important to them?
  • Who are they at their core?
  • Which values guide their decision making?
  • What motivates them?
  • What do they need to do their best work?
  • How do they want to learn and grow while at work?
  • What is their why?

This is why emotional intelligence and good social skills are necessary qualifications for leadership roles. They’re the key to better connecting with the people it’s your job to lead. This is critical to driving performance and engagement.

5. To lead others, lead yourself first.

If you can’t lead yourself, no one will follow, listen to, or respect you. Human Leaders practice reflection to build a relationship with themselves—a key foundation to building human and relational skills to connect with others.

Studies suggest leaders who make time to reflect perform 23% higher than those who don’t. Reflection helps clarify your values, beliefs, and purpose. This empowers you to better understand your actions and make informed, intentional decisions about your behavior going forward.

Effective leadership involves crafting vision, using intuition, and adaptability. All of these require being in tune with and leading yourself well. Leading yourself first helps you discover your authentic leader signature.

6. Leaders lead people and hearts, not projects and tasks.

It’s common for leaders to earn a promotion as a reward for delivering great task-based work. But as I said above, you need more than the ability to complete tasks to lead. You can’t lead humans the way you lead projects.

Humans require motivation and inspiration to perform well. No amount of “hard skills” is going to help you achieve this. Human Leaders understand that while they can’t control others’ thoughts and emotions, they can elicit motivation and inspiration through their actions and behaviors.

Inspiring internal motivation in employees increases retention and raises performance and engagement.

7. Relationships power connection.

In a people-first operating model, the quality of people’s relationships determines work quality, employee experience and engagement, and perceptions of leadership.

Notice how everything in this list so far has relied on human and relational skills to connect with people? That’s because the connections are where the magic happens!

People who know they’re valued and are treated as such are free to explore, take risks, and stretch farther than they ever thought possible. All of this creates a positive reinforcing loop that elevates self-efficacy, self-confidence, and organizational performance.

That’s why Human Leaders prioritize connection through relationships.

8. Give trust first to get trust.

Human Leaders reject the notion that people have to earn trust before you can trust them. I know how that sentence sounds, but hear me out. For what exactly do people have to earn trust in the workplace? It’s not to do their job, since you’re choosing to trust them to do that the day they’re hired–right?

And yet, somehow we still expect people to “prove themselves” through multiple interactions over time before we grant them trust. This delays relationship-building and connection. It’s counterintuitive.

Human Leaders understand that teams connect faster and more deeply when there’s no secret threshold a person must meet before they’re worthy of trust. So there’s no reason to withhold it.

It’s a leader’s job to build a relationship with everyone on their team, so naturally, it’s important to develop trust with them. And contrary to popular belief, it’s not on employees to earn a leader’s trust, but rather on leaders to earn employee trust. The best way to do that: give trust first.

9. Leading is a partnership.

I wrote earlier about the dual nature of leadership roles. Being a leader means being both directive and supportive. Human Leaders understand that this dynamic makes leading an act of powerful partnership, not power-ship.

Human Leaders lead through coaching, collaborating, and connecting people. They drive engagement through honoring universal human needs rather than dictating how work should be done. They create value for all by listening, participating, and facilitating. They partner with team members to drive outcomes rather than distancing themselves through title, organizational hierarchy, or processes.

10. People want to be seen, heard, understood, appreciated, inspired, connected and feel they matter.

 

Human Leaders understand these basic desires are fundamental human needs. And as Maslow’s Hierarchy of Needs illustrates, we must meet certain needs before we can function beyond trying to survive. So, if a leader wants a high-performing team, they must meet these needs for each team member.

The needs to be and feel heard, understood, mattered, appreciated, inspired, seen, and relationally connected are just as important as those traditionally listed in the famous pyramid. Mapping these specific needs according to Maslow’s expanded hierarchy model would look like this:

Maslow’s Expanded Hierarchy adapted by Dr. Jennifer Nash

Typically, financial security falls under safety needs. Notice how the needs listed in principle #10 land in categories other than safety? This is a good visual to demonstrate why money alone is not enough to make work worthwhile.

While recent studies show that increased income does improve happiness levels up to a point, researchers found that money’s effect pales in comparison to the happiness brought on by relationships, hobbies, and meaningful work.

Once people earn enough to meet their basic needs, work and life satisfaction become far more dependent on purpose, vision, and impact. Human Leaders understand this, which is why they prioritize seeing, hearing, understanding, appreciating, and inspiring their employees. They know this is what ultimately drives engagement and retains valuable team members.

Don’t let the long list of needs intimidate you. There is a lot of overlap in the behaviors that meet the needs of this principle. That’s what I created the Human Leadership operating model for!

Everything you need to know to better see, hear, understand, appreciate, inspire and connect with people is in my book, Be Human, Lead Human: How to Connect People and Performance. All of this is key to helping people know and feel that they matter.

Want to assess your skills in helping others meet these needs through their work? Take the complimentary Human Leader Index™ to get a personalized report. I created this assessment to help you measure your current abilities and create a strategic development plan to elevate your leadership.

 

ABOUT THE AUTHOR:

Jennifer Nash, PhD, MBA, PCC is a leadership expert and consultant to Fortune 50 organizations such as Google, Ford, Exxon Mobil, JP Morgan, IBM, The Boeing Company, and Verizon. She is Founder & CEO of Jennifer Nash Coaching & Consulting, a leadership advisory firm helping successful leaders connect people and performance to deliver exceptional results.

Jennifer’s 25-year resume includes serving in executive and leadership roles at Deloitte Consulting and Ford Motor Company and as adjunct professor at the University of Michigan. She contributes to Harvard Business Review, has presented her research at Columbia University, and is a Harvard/McLean Institute of Coaching Fellow.

 

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption.
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University).

To-do list:

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future via Apple Podcasts, TuneIn, Stitcher, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows airing by following the Innovative Leadership Institute on LinkedIn.

Leading Edge 120: Week Ending August 20, 2023

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Welcome to the ninth edition of the experimental series Leading Edge 120 by the Innovative Leadership Institute. Each video is a 120-second (more or less!) look at a major news story from the prior week through the lens of leadership. The intent is to keep you current as a leader in a quick and easily digestible format. In this episode, Maureen Metcalf and Greg Moran discuss why it is okay to pay your employees more than you. Please help us shape this new content format by providing feedback in the comments!

ADDITIONAL RESOURCES:

Ready to measure your leadership skills? Complete your complimentary assessment through the Innovative Leadership Institute. Learn the 7 leadership skills required to succeed during disruption and innovation.

  1. Take the next step with this 30-minute course on Leading During Disruption
  2. Review our Comprehensive Leadership Development programs and find your perfect fit! Featured courses: the in-person Central Ohio IT Leaders Program and the online Innovative Leadership Certificate Program (in partnership with James Madison University).

To-do list:

Check out the companion interview and past episodes of Innovating Leadership, Co-Creating Our Future via Apple Podcasts, TuneIn, Stitcher, Spotify, Amazon Music, Audible, iHeartRADIO, and NPR One. Also, stay up-to-date on new shows airing by following the Innovative Leadership Institute on LinkedIn.