Improvisational Leaders

Chapter 1

TODAY’S BUSINESS CLIMATE

Every business is looking for the best means to succeed, whether it be hiring expert staff, automating certain systems, creating efficient internal processes, HR training, regular progress reviews, improving product/services, enhancing marketing and messaging, offering competitive pricing, maximizing client satisfaction, analyzing market research, developing important client relationships, staying abreast of economic conditions, monitoring the competition, polling prospects, optimizing the financial basis, heightening the reputation, performing research for future products, and developing a vision for the future.

As you can see, managing a business is a complex task. Defining its mission, producing products/services, operating efficiently, maintaining client satisfaction, inspiring employees, developing efficient internal procedures, and producing an acceptable profit can be overwhelming. Adding to this list is the entire set of uncontrollable factors including the economic, competitive, and political environments. It is no wonder that new businesses fail at an alarming rate and existing businesses frequently find themselves in a stressful or even chaotic condition.

To determine how to best advance a business may require a crystal ball, and furthermore, to help revive a failing business can be a Herculean task. It is no surprise when we see business leaders operate in a seemingly haphazard manner, for there are so many parameters to examine to determine the greatest cause of the issues and the best approach to solve their problems. It seems like an impossible task for any one brain, and yet most leaders are regularly tasked with such a dilemma.

Although these leaders may consult with peers to expand the power of their single brain, many of their decisions are made individually. I also observe that many leaders further handicap themselves by using only half of their brain/mind, i.e., their linear, logical, and analytical brains versus integrating it with their nonlinear, intuitive, and creative minds.

I see this not as a fault of their own but instead as a fault of education. For example, an engineer will initially learn their subject matter in academia and will continue learning their craft through their employer and/or continuing education. This education is generally focused on the linear mind and capabilities and does not include any nonlinear processing to complement and integrate—a technique that uses only half of your abilities. And when we consider the complexity of business success, it makes little sense to limit yourself in this manner. I understand that part of the problem is that many believe there is no room for nonlinear processing in their particular area of work. In fact, some would denounce it as frivolous or even detrimental. With all the scientific knowledge we now have about our nonlinear capabilities, it is most unfortunate to denounce half of our capabilities.

America’s preeminent scientist, Albert Einstein, has frequently discussed the importance of the nonlinear function of intuition:

The intuitive mind is a sacred gift and the rational mind is a faithful servant. We have created a society that honors the servant and has forgotten the gift.

I believe in intuition and inspiration. Imagination is more important than knowledge. For knowledge is limited, whereas imagination embraces the entire world, stimulating progress, giving birth to evolution. It is, strictly speaking, a real factor in scientific research.

The intellect has little to do on the road to discovery. There comes a leap in consciousness, call it Intuition or what you will, the solution comes to you and you don’t know how or why.

One who scorns the power of intuition will never rise above the ranks of journeyman calculator.

Another of America’s great inventors, Thomas Edison famously took naps on a regular basis to access his intuition. In this napping state, the linear mind quiets and the nonlinear, intuitive mind operates. Many solutions have come from this state of mind.

Joyce Brothers, American psychologist, advice columnist, and writer described that nonlinearity and intuition are not based on nothing but instead exhibit a connection to the linear mind, stating, “Trust your hunches. Hunches are usually based on facts filed away just below the conscious level.” In this statement, Brothers demonstrates the interconnectedness of the linear and nonlinear mind.

Clarissa Pinkola Estés, a first-generation American writer, a Jungian psychoanalyst, and author of Women Who Run with the Wolves, contends that intuition is a power given at birth saying, “Practice listening to your intuition, your inner voice; ask questions; be curious; see what you see; hear what you hear; and then act upon what you know to be true. These intuitive powers were given to your soul at birth.”

Another link between the linear and nonlinear was artfully described by French author Delphine de Girardin when she said, “Instinct is the nose of the mind,” and American clinical psychologist and author Anne Wilson Schae gave us clear warning to not ignore our intuition when she stated, “Trusting your intuition often saves us from disaster.”

In the business world, former CEO Maggie Wilderotter makes a direct link between intuition and business by simply stating, “Intuition is a powerful business tool. Use it.” In a nutshell, this is one of the main messages of this book. Thank you Maggie.

The time seems to be ripe to introduce and integrate these nonlinear practices within most all organizations. Some are now following the research and embracing activities that help balance the mental, linear aspects of the job. We see corporate offerings of yoga classes, meditation classes, exercise rooms, quiet areas, and we see greater caring of employees with child facilities, enhanced HR, maternal/paternal leave, and more. There seems to be a recognition that a more balanced or integrative approach to our humanity is better for the corporation as well as for the individual employee.

Hence, I wish to bring greater awareness to the duality of linear and nonlinear processing. I will highlight many nonlinear principles, including many techniques and practices that I have used in my personal life and business career. In general, they have helped me to remain centered and focused, to assist with important business decisions, to help me remain calm (mostly) amidst the chaos, to keep things in perspective, and to feel a sense of wholeness. To be clear, the success rate of these activities is fluid, i.e., not always successful, and hence they are called practices. And just as with most practices, there are good days and not so good days but the general trend line over time produces more and more success with these principles and practices.

The practice of these techniques will expand creativity and intuition, thereby enhancing the contribution to the success of the organization. That, in itself, would convince business leaders to incorporate such techniques. However, there is a greater good that will be generated. These techniques will also foster selflessness, sensitivity, a bigger-picture view, and heart-centered understandings—all elements that will positively affect all stakeholders, including employees, clients, vendors, shareholders, and all who have contact with your organization. Ultimately, these practices will help bring greater consciousness to the entire business community.