The Seed Cracked Open

A poem that I enjoy from Hafiz (Hafez), the 13th century Persian poet.

I don’t know it if is God that dwells within. Maybe.

I don’t know if it is “doing for” the world. Maybe. I relate to “doing with.”

I do relate fully to being moved by what is unseen.
asd

The Seed Cracked Open

It used to be
that when I would wake in the morning
I could with confidence say,
“What am ‘I'” going to
do?

That was before the seed
cracked open.

Now Hafiz is certain.

There are two of us housed
in this body,

doing the shopping together in the market and
tickling each other
while fixing the evening’s food.

Now when I awake
all the internal instruments play the same music:

“God, what love-mischief can ‘We’ do
for the world
today?”

Trusting Your Nature

Tomorrow starts this, a three-session series that I’m offering with my good friend Kinde Nebeker.

It is our third from the body of work that is “Inner and Outer of Evolutionary Leadership (IOEL).” I love having a deliberate attention to both the inner and the outer.

I also love the distinctions that we have created for each session, and woven together as a whole.

It is our nature (we humans) to engage and convene. Not just a desire. We are coded to do so.

It is our nature to listen deeply — I’m sooo looking forward to a day in Utah’s mountains. There are many layers to listen to and from.

It is our nature to evolve. Things change. Systems change.

Below are two resources that shape IOEL for those of you interested further, written by Kinde and me. May they stir in all of us.

A Commitment to Emergence: The Inner And Outer of Evolutionary Leadership

The Magical Wilderness Between People Together

 

Better Humans

There are many narratives that I find myself invoking in the work I get to do. I’m talking about leadership trainings (like the one above, last week in Portland, Oregon), customized workshops, building communities of practice, hosting spaces for deep listening and good connection. I work and live in contexts in which the surface of attraction is often about getting tools and skills. These are good and important. However, the narrative that I add, to give context to those tools and skills, is most often about “being better humans.” That’s the crux of it to me, in leadership and community, inspired of course by my desire to be a better human myself.

By better humans, I don’t mean Version 3.0 of an impressive cyborg (it’s summer in the US — the inevitable movie releases are upon us). Better humans is not about more impressive science fiction and weaponry. Better humans is about a more radical simplicity together. Being able and expectant about listening with one another. Not groaning and tolerating sitting in a circle together — so that we can get back to the “real work” as quickly as possible — that’s more like enduring a scolding from a parent. Better humaning is about leaning in to the inherent subjectiveness of life. It is about being able to show up in learning, being willing to be in relationship together, being honest (in particular about the things that we don’t know), and being imaginative together (fed by the energy and spirit of the group).

In thinking about better humans, I’m reminded of Christina Baldwin’s distinction about two seemingly related concepts — “speed” and “pace.” Speed is the guy running through the airport talking on his cell phone. Pace is holding the hand of a toddler as you slowly walk around the block noticing butterflies, daisies, and squirrels.

Adding more tools to your tool box is impressive. And sometimes impressive in the way it expands to a tool bench. However, better humaning is more stories in you story-catcher. It’s about more appreciations of the human condition, whether in isolation or in community. Better humaning is the kindness in the eyes of the person using those tools to make a rocking horse for a grandchild — not just putting a new spin on manipulating a modality to get through a meeting.

Better humans. It’s my hope for me. It’s my hope for us. It’s willing to get on the floor, away from the powerpoint. It is the work.

Decision Making in Participative Leadership

The above is from Transforming the Way We Lead. I hosted a small group (Knowledge Camp) on the topic of decision making. For the 14 our us huddled together, it had some of the things you would expect. It also had some key points of emphasis.

  • Using thumbs (up, sideways, and down) to get a measure of support for an idea. And definitely more than yes or no. Nuance, please!
  • The need for a proposal of action or agreement (more than just a loop of albeit interesting conversation).
  • A Likert Scale, whether five point or seven point. Again, more than yes or no.
  • Clear decision-criteria upfront. Majority? All? Nothing below a “3” on the Likert scale?

The above were all things that I expected and wanted to share / teach. However, what really caught my attention, from the questions that people were asking, was the need for an overarching container for a high quality of discourse. So that, as needed, you can unpack what is being spoken and questioned. Or listen to sideways thumbs. Or backup as needed. Enter The Circle Way. It is the container that I most rely on for such things. To go deep, yet with light structure. 

Thanks to everyone that participated. And this key reminder.