Category Archives: leadership

Reflecting on self

In a recent interview, the artist William Kentridge described becoming another person when standing back from a work in progress and becoming a critical director of the other person’s work.  He talked about ‘constructing myself from yesterday’s dream and tomorrow’s expectation’.  I have had similar experiences when I am speaking to an audience, lecturing to students or making a presentation at a conference.  I mentally stand back from the speaking self and the other self reviews what is happening and sometimes starts mind-wandering triggered by something said by the speaking self or a reaction from the audience.  I talk about ‘self’ when I am lecturing on leadership as part of our Continuous Professional Development programme [see ‘On being a leader’ on October 13th, 2021].  I am often asked what is meant by ‘self’ and ‘identity’, particularly in the context of Kegan’s scheme of cognitive development [see ‘Illusion of self’ on February 2nd, 2017].  I sense that students are often dissatisfied with my answers.  So, let me attempt a written answer here.  A dictionary definition of ‘self’ is ‘the entire being of an individual that constitutes the individuality and identity of a person’.  In psychology, it might be defined as ‘the totality of the individual, consisting of all characteristic attributes, conscious and unconscious, mental and physical.’  A dictionary definition of ‘identity’ is ‘the distinguishing character or personality of an individual’ and in sociology it is ‘the qualities, beliefs, personality traits, appearance and, or experiences that characterise a person’.  Hence, combining these definitions, identity is the attributes that characterise your ‘self’ and distinguishes you from others.  Kegan’s schema implies that our sense of self develops through childhood, adolescence and early adulthood to the extent that some people (about 35%) can separate their relationships and identity from their self and hence are capable of more nuanced decision-making – this is known as the Institutional stage.  About one percent of the population develop to a further stage, known as the Interindividual stage, where they are capable holding many identities and handling the resultant paradoxes that arise, which can help them to exercise both emotion and rationality as leaders.  I think that self is closely related to our consciousness and consequently is constructed from yesterday’s experiences and tomorrow’s dreams to misquote Kentridge.  So, perhaps it is reasonable to think that we construct, or at least evolve, a self each day as we engage in different roles, for example in my case as a teacher, researcher, university leader or family member.  I suspect that it is my researcher self that sits on the shoulder of my teacher self and mind-wanders while my teacher self talks about something else.  My experiences and dreams in each role are different, divergent even, and means that I have at least two selves that exist towards opposite ends of the ‘Change Style Indicator and have different qualities as well as experiences.

Sources

Peter Aspden, ‘The self is a construction we make every day: Lunch with the FT – William Kentridge’, 22 October / 23 October 2022.

Kegan, R., The evolving self: problem and process in human development, Cambridge, MA: Harvard University Press, 1982.

Longman Dictionary of the English Language, Harlow, UK: Longman Group Limited, 1984.

Global citizenship in the context of COP27

About five years ago I wrote a long piece for the Citizens of Everywhere project and also published it on this blog [see ‘We are citizens of the world‘ on April 5th, 2017].  One theme of the essay was the way in which scientists and engineers work as part of a global community contributing to, and exploiting, a shared knowledge and understanding of natural and manufactured phenomena; and in this process, as global citizens, we are relatively unaware and uninfluenced by the national boundaries drawn and fought over by politicians and leaders.  Engineers frequently draw boundaries to define a system for analysis [see ‘Drawing boundaries‘ on December 19th, 2012] but we understand that they do not exist in reality so energy and, sometimes, matter can flow across them.  Similarly, national boundaries are man-made constructs, occasionally existing in physical reality such as the Berlin Wall, but usually only on a map.  Most people would like to be able move freely around the world; however, we are often restricted from crossing borders by the location of our mother when she gave birth to us.  Gaia Vince in her book, Nomad Century: How to Survive the Climate Upheaval, has suggested that assigning nationality based on your birthplace is arbitrary and instead we should have a universal UN citizenship with a national affiliation.  This might be one small step towards achieving peaceful mass migrations from uninhabitable zones created by major changes in the Earth’s climate.  There could be 1.5 billion environmental migrants by 2050 according to the UN’s International Organisation for Migration – that’s one in five people!

As I have argued before [see ‘Planetary Emergency‘ on February 20th, 2019], our politicians need to stop arguing about borders and starting worrying about the whole planet not just at COP27 but in everything they do. We are all in this together and no man-made border will protect us from the impact of making the planet a hostile environment for life.

Source: Anjana Ahuja, Acclimatising to crisis, FT Weekend, 27 August/28 August 2022.

Unrecognised brilliance of shy and fearless leaders

Red tulips in a window boxAre you a quiet person? Perhaps shy would be an appropriate description. Do you have a clear vision of where you would like to lead your organisation but perhaps you are hesitant about stepping forward into a leadership position because you think that successful leaders are bold, self-confident, large-than-life and enjoy the limelight. You should think again. Research by Jim Collins and his team, published in the Harvard Business Review, has shown that the most powerfully transformative leaders have a paradoxical mixture of personal humility and professional resolve. They found that companies were transformed from a merely good performance to a sustained great performance in terms of their stock value only when led by a CEO who was both self-effacing and fearless. They called these class of people, level 5 leaders. They are ambitious for their organisation not themselves, assign credit for successes to others while accepting the blame for failures and have an unwavering resolve to do whatever is necessary to achieve the best long-term results despite the obstacles. So, if you worry that you lack the charisma to inspire your team then pause and consider whether you might be a level 5 leader with the rare combination of modesty and willfulness that, Jim Collins has suggested, are required to transform the performance of your organisation. Unfortunately, if you think you possess these characteristics then you almost certainly are not a level 5 leader because your humility would never allow you to entertain the thought!

Reference:

Jim Collins, Level 5 Leadership: The Triumph of Humility and Fierce Resolve, Harvard Business Review, January 2001.

Exploiting complexity to help society adapt

photograph of a flower for decorative purposes onlyI am worried that engineering has become a mechanism for financial returns in an economic system that values profit above everything with the result that many engineers are unwittingly, or perhaps in a few cases wittingly, supporting the concentration of wealth into the hands of a few capitalists.  At the start of the industrial revolution, when engineering innovation started to make a difference to the way we live and work, very few engineers foresaw the impact on the planet of the large scale provision to society of products and services.  Nowadays most engineers understand the consequences for the environment of their work; however, many feel powerless to make substantial changes often because they are constrained by the profit-orientated goals of their employer or feel that they play a tiny role in a complex system.  Complex systems are often characterised by self-organisation in which order appears without any centralised control or planning and by adaptation to change and experience.  Such systems are familiar to many engineers and perhaps they do not, but should, think of the engineering profession as complex system capable of adaptation and self-organisation in which the actions and decisions of individual engineers will cause the emergence of a new order. Our individual impact might be tiny but by acting we influence others to act and the cumulative effect will emerge in ways that no one can predict – that’s emergence for you.