Newsletter #467 – Generation Flux

“Modern business is pure chaos but those who adapt will succeed.” These words on the cover of Fast Company magazine (February 2012) introduce an upbeat article about the highly adaptable people who thrive on change and embrace the chaos that surrounds us.

The pace of change in our culture is accelerating even as our visibility about the future is declining, writes Fast Company editor Robert Safian. Any business (and presumably any academic institution, profession, or leader) that ignores these transformations “does so at its own peril… The next decade or two will be defined more by fluidity than by any new, settled paradigm.”

Generation flux is a multi-cultural, multi-generational group of people with a mind-set that “embraces instability, that tolerates—and even enjoys –recalibrating careers, business models, assumptions” and perhaps coaching or coaching approaches, leadership practices, and the way we lead worship or live our lives. “If ambiguity is high and adaptability is required, then you simply can’t afford to be sentimental about the past. Trying to replicate what worked yesterday only leaves you vulnerable….  The vast bulk of our institutions are not built for flux. Few traditional career tactics train us for an era where the most important skill is the ability to acquire new skills.”

Like me, you may resonate with much of this analysis even though it’s not as fresh as the author seems to think. I have friends who don’t have plans for the future; they assume that looking ahead is a waste of time when everything is changing. In contrast, our worlds are filled with people and institutions that appear oblivious to chaotic change, little interested in contemporary trends, proud of their inability to adapt and unaware of their growing irrelevance. But the care-free Generation Flux perspective that the magazine lauds is no solution. It’s a reactive mentality that seems like a little boat in the ocean, tossed by winds of change, without direction, without an anchor, without models, mentors or stability.

How do Christians keep anchored in what they believe to be true, committed to following Jesus?  How do we keep abreast of rapid cultural change while we creatively engage and impact the culture rather than letting it toss us about?

Please leave a comment.

2012
01/26
POSTED BY
CATEGORY
Change
Future
Global
Leadership
Trends
TAGS





2 comments

Newsletter #466 – Focus on Happiness

Happiness research has become a hot topic in the past few years. For centuries poets, philosophers and theologians have written about happiness, especially how to find and sustain it. Then, about twenty years ago, psychologists, economists and neuroscientists, among others, began to study happiness scientifically. The current issue of Harvard Business Review (January-February 2012) summarizes the history of happiness research and documents how happiness can have a significant impact on business, leadership, counseling, coaching, and almost every area of life. Here are a few specifics:

  • “Improving your happiness improves your chances of success.” We improve
    happiness by developing new habits, nurturing or encouraging others, and developing positive attitudes about stress. “Stress is not just an obstacle to growth; it can be the fuel for it.”
  • Happy employees and team members are more productive and engaged in their work than those who are unhappy. These thriving people are passionate and enthusiastic because they sense that what they do makes a difference. They blossom when they are challenged but wither when threatened. Happy people also learn continually, developing their abilities and new skills.
  • Major events like a promotion, raise or new purchase don’t bring sustained happiness. That comes from consistent experiences that we see as positive. This may seem like may be “small stuff…but small stuff matters.”
  • Gratitude matters too. “Write down the things you’re grateful for, and tell somebody why,” says one article. Gratitude may be one big secret of happiness.

A few magazine articles cannot summarize all of the happiness research. But how interesting that the HBR never mentions God or the happiness that comes to people who know what they believe, have hope for the future, and share their beliefs with other believers who give friendship, support and encouragement. Is this an aspect of happiness research?

What do you think? Please leave a comment.

2012
01/19
POSTED BY
CATEGORY
Research
TAGS


9 comments

Newsletter #465 – Leadership and Mental Illness

Do you ever question the mental stability of many who become leaders or who run for political office? I certainly do and with good reason, according to Nassir Ghaemi, author of A First Rate Madness: Uncovering the Links Between Leadership and Mental Illness. In this fascinating, well-documented book, a psychiatry professor (at Tufts and Harvard Medical schools) argues that some of our greatest leaders were mentally ill – including Lincoln, Churchill, Gandhi, Roosevelt, Kennedy, Martin Luther King, Hitler and a few contemporaries including Ted Turner. No theologians or mental health professionals made the list but one book could not include everybody.

Ghaemi proposes four criteria for determining mental illness: clear symptoms, family history, course of the illness, and evidence of treatment. The book’s conclusions are surprising. “Sanity does not always, or even usually, produce good leadership,” During normal times, presumably healthy leaders like Jimmy Carter or Nelson Mandela do their jobs relatively well but in times of crises, leaders like these are often ineffective. Some are unwilling or unable to accept criticism, disinclined to see reality that contradicts their biases, unable to make realistic assessment or wise decisions. In contrast, mentally ill leaders often don’t function well in their daily work but they can be great leaders in crises. In part because of their increased sensitivity, (often unrealistic) optimism and willingness to take risks  ‘the best crisis leaders are mentally abnormal [unlike] the worst crisis leaders who are mentally healthy.” Churchill meets the criteria for mental illness and he was a great wartime leader who was not equally impressive in times of peace.

Before rejecting these conclusions you might benefit from reading the book – but only if this is of special interest. It’s an interesting example of “psychological history,” offering an analysis about leadership and mental stability. But the book offers few practical conclusions or applications. And it does not shed light on the wisdom of selecting more mentally unhealthy leader wannabes.

Before you vote or decide not to vote in selecting a leader, please click on comment and give your observations. If you have read the book please tell us your reaction.

2012
01/13
POSTED BY
CATEGORY
Book
Leadership
Mental Health
TAGS


3 comments

Newsletter/blog 464 – Correcting a Glitch

If you receive the Gary Collins newsletter in email format you may not be able to open and view the 4 minute video that was was inserted into the newsletter titled Anxiety for Christmas. To view the video clip please CLICK HERE

When the blog appears, scroll to the bottom and click on the arrow. This is short, creative and worth watching.

2011
12/22
POSTED BY
CATEGORY
Uncategorized
Write comment

Newsletter #464 – Anxiety for Christmas

Many years ago I wrote book titled Coping With Christmas. We illustrated the book with a few amateur photographs that were taken around our neighborhood and we filled the 63 pages with stories and short essays with cutesy titles all starting with the letter M. The Madness, Misery, Miracles, Mystery, Merriment and Memories of Christmas were among the chapters, each with a focus on a different Christmas pressure.  The chapters gave self-help guidelines for coping and all were intended to bring a spiritual message that ultimately pointed readers to Jesus.

I thought of this when I read the Time magazine cover story on “Why Anxiety is Good for You” (December 5, 2011). In many ways the article was a rehash of basic psychology with a little neurophysiology thrown in. The writer mentioned anxiety from double-dip recessions, wars, terrorist threats, weather patterns and post traumatic stress but gave only passing reference to “holiday gridlock.” The article’s focus was on the benefits of anxiety. That’s an interesting contrast with our present year-end time of Christmas preparation pressures, angst, fear, breathless hyperactivity, and unrealistic expectations (much self-imposed) all encircling a day initially designed to commemorate the coming of the Prince of Peace.

There are two faces of anxiety, the Time article states. One can motivate us, the other paralyzes. Each serves a useful purpose. The first, “challenge stress,” stimulates us to plan ahead, invigorates us, and helps us feel that we have the resources to succeed. When it’s not too strong this anxiety keeps us alert and protects us from danger. The other anxiety “threat stress” can immobilize us with fear and insecurity. This causes us to fall apart when pressures build – including the pressures of Christmas.

In a time of great anxiety, Jesus promised peace to his worried disciples (John 14:27). Paul reminded us that God’s peace is available to those who pray and are thankful (Phil. 4:6-7). Please pause and consider your reasons for peace and thanksgiving as you watch a short Christmas video from some villagers in the small Yupiq Eskimo Village of Quinhagak, Alaska. Have a peaceful Christmas, everyone. And please  leave a comment.

2011
12/22
POSTED BY
CATEGORY
Book
Change
Mental Health
TAGS




8 comments

Newsletter #463 – Fresh Perspectives on Coaching

Throughout my lifetime I’ve attended or led probably several thousand short-term or weekend seminars, workshops and classes. I’ve concluded that most of them don’t make much (if any) lasting difference. Participants gather their notes and good intentions, return to their homes or places of work, get back into their routines. and don’t make any long-term behavioral changes. There is research to back this up. There also are exceptions. Changes last when participants have a plan for change before they leave the training and when they have a coach who helps them put their plans into action.

Last week the Annals of Medicine reprinted an article from the October 3, 2011 New Yorker Magazine . The writer, a surgeon named Atul Gawande, described how he kept improving during the first years of his career but then he “just stopped getting better,” so he hired a coach (a retired surgeon) who watched Dr. Gawande do surgery and coached him to do better. Fellow surgeons were surprised but many professionals have coaches. Tennis great Rafael Nadal has a coach as do most Olympic-level athletes. Best-seller writers have coaches. So does world-renowned violinist Itzhak Perlman, soprano Renee Fleming, and a host of business leaders. Perhaps most of the best coaches have coaches for themselves

Why can’t coaches work with seminar participants after their training, patients after their treatment, professors after they get tenure, teachers in their classrooms, pastors in their ministries or anybody who has stopped getting better.”  “Coaching done well [by trained coaches] may be the most effective intervention designed for human performance,” concludes Gawande.  It’s really nothing new, but it has potential to keep us all learning and accountable.

So who is your coach? What has been your experience with coaching – especially coaching following a training seminar? Please comment.

To watch Dr. Gawande talk about the distinction between “teaching” and “coaching” – click here

2011
12/15
POSTED BY
CATEGORY
Change
Coaching
Trends
TAGS





9 comments

Newsletter #462 – Cultural Intelligence

The idea has been around for at least a decade but only recently did I discover the concept of cultural intelligence – often known as CQ. According to David Livermore, author of several books on this topic, including The Cultural Intelligence Difference, CQ is the capability to function effectively in a variety of cultural contexts.  It is lacking in many people who study, travel or work abroad, probably including most of the 4.5 million North Americans who participate in international mission trips every year. But CQ can be learned and a growing body of research shows how it can smooth relationships, increase cross-cultural understanding and prevent much of the harm and miscommunication that occurs when naïve or uninformed travelers fail to make adaptions to cultural differences.

Cultural intelligence involves four different capabilities:

  • CQ Drive is one’s interest, motivation and ongoing determination to function effectively in diverse cultural settings.
  • CQ Knowledge is the awareness of how cultures are similar and different, the extent to which one understands core differences and their impact.
  • CQ Strategy is how one makes sense of cultural differences, including an understanding of cultural assumptions and expectations so one can manage differences effectively.
  • CQ Action is the capacity to apply CQ drive, knowledge and strategy to adapt one’s behavior to different cultures while remaining true to your own values and character.

Each copy of Livermore’s book includes access to an on-line assessment tool that measures individual CQ, followed by recommendations and exercises that enable readers to grow their CQ and become more effective in relating cross-culturally.

In the shadow of Emotional Intelligence, Social Intelligence and related “intelligence” concepts perhaps it is natural to be skeptical of another, despite reports of its research backing. Even so there is practical value in this concept. This is true for people who travel overseas but also for those who could use CQ in their own communities when adapting to people of other generations, worldviews, religions or cultures.

Has anyone read other Livermore books on CD? How does CQ relate to counseling, coaching or ministry? Please comment.

2011
12/08
POSTED BY
CATEGORY
Book
Global
Leadership
Trends
TAGS



8 comments

Newsletter #461 – Crazy Like Us

Many years ago I gave lectures at Fuller Seminary where one faculty respondent commented that my talks about integrating psychology and Christianity never acknowledged that integration is impacted by culture. Since then, I have come to realize that views of psychological and political issues, psychopathology, research, or effective treatment methods differ from country to country. American ways of doing therapy, presenting lectures, doing ministry or leading mission trips may not connect with people in other cultures and actually can do harm when we think we are helping. I never go overseas or work cross-culturally without working to understand cultural differences before I go and while I’m there.  Stated bluntly, the American (Canadian, British, Australian, or other country’s) world-views or therapies are not always universally applicable or the best for other cultures.

Recently I read Crazy Like Us: The Globalization of the American Psyche by journalist Ethan Watters. In prose that reads like a novel but is carefully documented, Watters shows how Americans have exported our ways of viewing mental illness and our methods of treatment.  It is rare that a book enlightens, amazes and angers me all at the same time but that was my reaction to Watters’ writing. He describes how Western views and treatments of anorexia, PTSD, schizophrenia and depression have been transmitted and sometimes forced on to other cultures. This has been done with the help of media reporters and drug companies, often backed by mental health professionals, researchers, and even church leaders.

There are two (often more) sides to every story. I am searching for reviews and objective critiques of this book that may present a different story. But I come away more than ever convinced that cultural perspectives influence a lot of what we teach and how help is given, interpreted and received. My international students understand this; often their professors do not.

Please comment, especially if you have read the book. If you’ve seen critiques of this book can you pass them on? To what extent do the conclusions and methods developed in your culture fail to apply cross-culturally? Do our cultural biases and insensitivities lead us into doing more harm than good?

2011
12/01
POSTED BY
CATEGORY
Book
Global
Mental Health
Psychology
TAGS




10 comments

Newsletter #460 – Malls and Mumbai

In the United States the last Friday in November (day after Thanksgiving) is the busiest shopping day of the year. Many stores open before dawn to welcome bargain shoppers to the sales. Then comes Cyber-Monday, the year’s busiest Internet shopping day. In contrast, half a world away, this weekend commemorates the November 26, 2008 terrorist attack on the posh Taj Mahal Palace Hotel in Mumbai India.

Harvard Business Review (HBR) is a lot about sales and business but two recent articles also describe the Mumbai attacks. “Global criminals are now sophisticated managers of technology and talent,” begins an HBR commentary on terrorism and organized crime (November, 2011). The article shows how technology was used by terrorists in attacking the hotel. During the melee attackers “used their BlackBerrys, satellite phones, and handsets to get tactical direction from a command post far away and to monitor broadcast news and twitter posts sent by innocent bystanders who gave real time information including the activities of police and military. There are practical lessons from this and from the weekend mall frenzy in America. Social media may seem overwhelming, especially to people who are older, but this is a part of the world where we live. Terrorists, criminals, police, retail businesses and shoppers all use and are impacted by social media. We may have discomfort with the changing technology but we’re likely on a track to irrelevance and isolation if we  ignore technologies or use excuses to keep operating in the old ways. Social media can be harmful or helpful they are here to stay and we must keep learning to understand and use them.

Another HBR article. “Ordinary Heroes of the Taj” (December, 2011) describes employees working inside the hotel when terrorists attacked from the outside. The hotel recruits employees from smaller communities because that’s where traditional Indian values still persist. Then employees are rigorously trained to show respect for guests, cheerfulness, dedication to duty, honesty, and consideration for others. Values are even more important than skills, talents, competence, and profits. All of this was evident during the terrorist attack. In business and in times of crises, values and integrity are of prime importance, probably even more than knowing social media.

Do you agree? Please comment.

2011
11/25
POSTED BY
CATEGORY
Change
Global
Planning
Professional Development
Technology
TAGS





4 comments

Newsletter #459 – Leadership Coaching

This weekend I plan to be on the west coast teaching a graduate course on Leadership Coaching. The books on my shelf give vague and conflicting descriptions of what leadership coaching involves. But from my experience leadership coaching includes a minimum of three components.

Leadership coaching is a process by which leaders and emerging leaders receive coaching and, as a result, improve in their competence as leaders, as career builders and as well-functioning human beings. Christian leadership coaching often facilitates greater spiritual growth and maturity. In his book The Next Generation Leader, Pastor Andy Stanley writes: “You will never maximize your potential in any area without coaching. It is impossible. You may be good. You may even be better than everyone else. But…. to be the best leader you can be, you must enlist the help of others…. You need a leadership coach.”

Second, leadership coaching teaches leaders and potential leaders to develop coaching abilities to be used in relating to others. From my perspective, coaching is a set of unique skills that are acquired, even though they overlap with management and therapy skills. Professional colleagues and students trained in counseling often assume that all trained counselors automatically know how to coach. My students quickly learn otherwise.

Third, leadership coaching is the art of using the methods of coaching to lead others. In an age when top-down, micro-managing leadership appears to be of minimum effectiveness, many people respond more effectively to leaders who know how to use coaching as a means for leadership. This is especially true if one leads younger people whose life perspectives often differ from those of us who are older.

Coaching is not some shining new method that solves all our problems. Coaching has limitations and undoubtedly is less effectiveness than some of its fans proclaim. But coaching, including leadership coaching, provides a set of skills that build on centuries-old principles which apply unusually well to the twenty-first century. That’s what my students are learning this weekend, in a class intended to be more like a coaching experience than a series of dull lectures from a visiting professor.

What is your view of coaching? And how do you view leadership coaching? Please comment.

2011
11/10
POSTED BY
CATEGORY
Leadership
Coaching
Change
TAGS



14 comments
Follow

Get every new post delivered to your Inbox.

Join 864 other followers