Too Many TAPs, Not Enough STOP’s, We Need More LEGO

When I wrote my Book: ‘From Mercenaries to Missionaries’ I wanted to give entrepreneurs, executives and managers tools around leadership and teamwork that are sublimely simple and easy to implement. Too much of the leadership lexicon has fallen into the realms of academia. Nothing wrong with academic study, but academia is often the activity of proving what’s already known. Academia didn’t invent mindfulness but we have people who can explain the neuroscience of mindfulness but don’t practice mindfulness, teaching mindfulness.

Moreover; we sometimes experience academics developing philosophies from observed behaviour then presenting it as logic. Milton Freidman did this with shareholder greed. Just because it happens doesn’t make it right because an intellectual said it. On a couple of occasions recently, I have found myself talking to some learned people, or rather they were telling me I was wrong, when what I already knew from experience, was true.

TAP’s – Tools To Accumulate Power.

Ever since the agrarian revolution, competitive people have used technology to hoover resources from a wide area and funnel those resources into a place where they can control the supply. Like our water supply, drawn from a wide area and funnelled into a tap. In a household the water is shared freely, but not in business.

When you develop control of a resource in a capitalist system, you are not going to share the resources equally, you’re going to exploit the situation. Hence why trickledown economics has never worked. It was just another BS explanation which is used to perpetuate greed. Old world examples include the Oil Industry and Banks. They’ve been hoovering up local resources whilst holding the world to ransom and passing the costs of pollution and debt slavery onto society for a century.

The latest example is the ‘platform economy’. This is just another TAP and code for the ‘monopoly economy’. Recent platform examples include: Amazon- hoovering up the local economy, Facebook – hoovering up our attention, Google- Hoovering up information and ad revenue. Most tech ideas have the potential to make our lives and the world a better place. But the challenge comes when people don’t understand why in our present culture they soon become weapons of subjugation.

Platforms combine network effect and first-mover advantage to gain enough users which then makes them immune to competition. With monopoly comes monopoly behaviours and as other large organisations identify the benefits of using the platform effect, you can guarantee that there’ll be more bad behaviour on the horizon.

We need to understand that given an opportunity people will revert to an earlier evolutionary psychological state which is dominance hierarchy. Basically, our inner-monkey will not let go of the ‘Apple’ once they’ve a firm grasp, even if it is detrimental in the long term. Once a person or small group have achieved dominance, they begin to believe their own nonsense and develop a sense of entitlement. They delete, distort, generalise and convolute whatever information is available to argue their point, even to the point of calling in divine powers to back their case. Kings, Queens and Presidents have been at this for centuries, aided and abetted by Bureaucrats. No matter how much media exposure reveals them to be ordinary and somewhat quirky people who managed to gain an advantage, they still sit in castles and big white houses. Tech moguls are the new royalty.

Research of contemporary hunter-gatherer communities revealed them to be rather egalitarian. They were able to live in a less stressful social existance because they employ STOPs- Strategies To Overcome Power. If a hunter returned with a prize, the rest of the community would, in a good-naturedly way, mock him because they wouldn’t want the hunter to become too big for his boots. They understood arrogance, entitlement and hierarchy was not good for their communties well-being.

STOPs range from satire to assassination, rock throwing to revolution. It’s a way to redress the balance when hierarchical leaders exploit their position too much. Unfortunately, there is little appetite for making the world a fairer place, everyone in tech wants to become the next Larry Page or Jeff Bezos. As these tech giants rise in power, their ability to externalise costs onto society and the environment increases. If Facebook and Amazon had to pay for the damage they’ve inflicted on democracy, the environment and the public’s mental health, to name a few dmaging examples, they’d be bankrupt pretty quickly. They operate under a façade of delusion just as the tobacco industry did.

What we really need is more LEGO – Local Economic Generating Opportunities. TAPs focus power into small areas, we call them cities and of course if you are not part of the tech digital world, there shortly be very little for you to do unless you find opportunities to generate local economic opportunities. Brexit and the pandemic have revealed how reliant we are on extended distribution lines which are fragile and polluting.

What if we followed the doughnut, circular economic and employee ownership philosophies?

I believe these aforementioned ideas are just a return to a more natural evolutionary advantage we’ve forgotten in the pursuit of the capitalistic delusion. If tech people focussed on building local resilience with platforms then it wouldn’t have to be doom and gloom, they could probably be a force for good. Then tech entrepreneurs could shift from being Mercenaries to Inspirational Leaders on a Mission to make the world a better place.

The 4 Responses to Big Shifts

About every decade or so there are shifts. Big impacts land which affect personal and business domains. For some people its good news and for others not so.

I personally think this is part of a universal life cycle which encourages evolution. I also think that big changes are happening more often due to advances in technology and because of environmental and ecological challenges which are reaching critical threshold points.
I would suggest that the current situation – in the middle of a pandemic – is only a small wave within bigger ones to come , unless we dramatically transform our intentions, modus-operandi and social systems.
I’ve observed these responses in clients and often a mix of all four and this is how I explain it.
We have four basic operating systems, thinking, doing, feeling and sensing/communicating. Individually we have preferences for some over the others. But we are able to use all four with self awareness and training and need a blend. This is our evolutionary advantage to work as collaborative groups.
Our basic intelligences become archetypes. In paleolithic times it was probably Hunter/Gatherer- Shaman/Scout. Nowadays in business leadership we call them Entrepreneurs/Coaches- Managers/Founders. But again, we can utilise all these operating systems if we’re situationally and self-aware enough to realise what operating system is required and when.
So when we experience change, it’s a good idea as a leader to understand the paradigm you’re in and where the next paradigm will take you and what you need to do to thrive.
Before COVID we all operated within particular societal and personal paradigms. Now we’re not. We’re having to respond to what’s happening. Here are the four responses that we’ll see.

Collapse

Some sectors like hospitality are experiencing a collapse. With the best will in the world, the pandemic is going to be here for the rest of 2021. It’s not likely that some industries will ever come back the same, if at all. When that happens all is not lost, there is potential within the people which can be re-directed. Firstly, it needs acceptance of reality and as Buckminster Fuller advised:

Don’t Fight the Existing Reality,

Create a New One Which Makes the Old One Obsolete

It then needs a Founder mentality to create new ideas and bring together people with renewed purpose. People can re-organise, make new connections and create something new. Much like the mythically Phoenix, rising from the ashes they’re often a lot more resilient after experiencing post-traumatic growth.

Consolidate

Some people and industries will find themselves in the enviable position of being able to consolidate their position. This time around, the circumstances have suited the incumbent and they’re able to reap a fine harvest, push ahead of their competitors and even aquire some of them.
For them, they were in the right time at the right place. They’ll probably carry on their modus-operandi by managing the basics well. It would be prudent to remember that whilst they’ve been fortunate this time around, next time, and there will be a next time, the paradigm shift might not be so accomodating and smaller competitors may leapfrog ahead of them. It would be useful to remember:

All Glory is Fleeting

Change

When shifts occur, some people will find themselves not in collapse or consolidate but in a fight for their lives. This is when the manager will make changes and prune the organisation looking to cut costs. The entrepreneur also comes back into their own and motivates the team to tackle the challenges head on. Of course:

Lessons are Repeated

and it will often need more than change to survive in the long term. There maybe a need for some radical transformation and creativity.

Create

Whenever there is a crisis there will also be equal and new opportunities. But it will take a Founders mindset to spot the:

Diamonds in the Dirt & the Gold in the Grit

Then it will take a collaborative and highly engaged team to bring the new ideas, products and services into existance. They will become the foundation for a new paradigm and may even become the next dominant players, utilising all the latest technology and achieving more with less.
We’ll probably find that we’re implementing more than one of the four responses mentioned. This is when leadership skills are important. Leaders must rise above the storm and get clarity on the situation, then leverage the potential of the situation and people.
If you need a sounding board to help you get clarity, get in touch
Martin Murphy – Catalyst

OODA Loop vs EDUCE a comparison

OPERATION BUTTERFLY (TOP SECRET)

When I was teaching leadership to intelligence agents in a far off land, they explained to me that although they loved the concepts they feared they would encounter resistance in the bureaucratic systems they work in.

We’ve all got to become leaders. I wrote a book ‘Mercenaries to Missionaries’ (see link in comments) which is about transforming into inspirational leaders on a mission to make the world a better place.

Leaders are ordinary people achieving the extraordinary, leading themselves & by example others, into a world which is socially just, environmentally sustainable & a fulfilling place to live & work.

People need 3 things to change:

ASPIRATIONAL: Who will I become?
INSPIRATIONAL: How will it benefit others?
MOTIVATIONAL: How will it benefit me?

I explained to the secret agents that they had to become like the imaginel cells in caterpillars. These cells act differently within the caterpillar, making small changes from within until they reach a threshold point & transform the whole system into a Butterfly

They were already secret agents, now they had to become SECRET CHANGE AGENTS; steadily influencing the outer world from the inside

WHAT’S YOUR MISSION?

Message if you want help!

What are you going to Stop-Start-Recover & Adapt?

Scientific philosopher, Thomas Khune, stated that ‘advancement is not evolutionary, but rather a series of violent revolutions and in such revolutions one conceptual worldview is replaced by another’. Khune called these revolutions in worldviews ‘Paradigm Shifts’

As I was explaining the universal life cycle to a client yesterday, the pandemic was a useful example of the latest paradigm shift.  Every decade or so, we experience upheavals because shifts happen. As much as we’d like the world to be certain, it seems that the second law of thermodynamics regarding entropy of systems always comes to pass.

A shift is when the world as we understand it suddenly stops working and we go into some sort of emergency event. Examples of shifts I’ve experienced are 9/11, the Great Recession and now we’ve got Covid-19 and the fall-out from that in terms of second and third order effects are yet to be fully realised.

Right now, the pandemic has disrupted our lives and business behaviours but it is also an opportunity to create new beginnings. Winners of the present paradigm however, are not very good at accepting reality and adapting, especially when it comes to giving up power, status and wealth. So, it is vital that whilst the incumbents are wrestling to maintain the status-quo, that we get busy challenging, connecting dots and creating a brave new world.

There are three responses:

  • You can create some new ‘things’ to do.
  • You can stop doing some things.
  • You can recover and adapt whatever you were doing before.

However, in the recover and adapt stage, one has first to recognise and understand why something collapsed in the first place. Then work out what you need to do to make that ‘thing’ more resilient, valuable and sustainable.

Whilst we might not want to throw the baby out with the bathwater, it will be necessary to adapt otherwise you head into the realm of ‘lessons are repeated until they’re learnt’.

When that happens, the weak point will become more difficult to recover in the future. Moreover; lessons are repeated more often and cost more resources often leading to a slow death. How long organisations bounce up and down from collapse to recovery and back again, depends really on how much money they have to waste.

A better response if you don’t feel adaption is going to be beneficial is to indulge in some creative destruction, get rid of the old and create something new.

THE FIVE SUPERPOWERS OF GREAT LEADERS

Archimedes said, ‘give me a lever long enough and a strong place to stand, and I can move the world’. Well the lever is leadership and the place to stand is humility.

With humility the word leader transforms from a noun to a verb. Leading is something that ordinary people can do to leverage the potential within other people, themselves, a team or a situation. With simple rules of behaviours amongst a group of people comes synergy, where the whole becomes more effective than the sum of its parts.

The following leadership Superpowers are really simple, the challenge for most ‘so-called’ leaders today is having the humility and compassion to want to be great leaders because most are ego-centric as opposed to eco-centric. There are plenty of great leaders out there but unfortunately their results and efforts are overpowered by ego-centric power brokers who maintain the status -quo.

The world needs great leadership and effective teamwork at every level and every corner of the world right now, if we’re to tackle the enormous challenges which have come about by ego-centric leadership that has run rampant supported by delusional ideology and institutions which condones selfish behaviour.

The five leadership super powers:

Listen and clarify: This requires cognitive intelligence and it is a skill which requires the leader to engage in focussed listening, summarising and questioning to ascertain more of the details.

Recognise and reward: A lot of people complain that they’re not recognised at work and in some of their closest relationships. It is often why people may move on from one organisation in search of more rewarding pastures.

Nobody wants to be a widget in the machine, especially since the social contract which kept people subservient in the Victorian era, has been shredded. An effective leader utilises behavioural intelligence to recognises people’s efforts when they’re doing good work and rewards them for their efforts.

Enquire and empathise: This requires the use of compassion and emotional intelligence. With this you enquire how a person is or a team is and you try to intuit how they are feeling so that you can understand their situation more clearly. Often this will mean listening for what isn’t being said, understanding the whole person and what’s going on in their life outside of the organisation, so you can support them.

Challenge and champion: Leaders should be constantly looking for ways to improve the structure and challenge the status-quo. It requires the use of social intelligence to see how the team are operating, the lines of communication, the informal networks and also looking outside to learn new ideas that can be assimilated into the organisation, team or individual. It also involves creativity to come up with new modus-operandi, products and services and then champion those ideas so everybody gets to hear about them.

Knowing what to do and when: Lastly, the leader needs to exercise situational awareness. This includes being self-aware enough to understand their own skills and what they may need to practice more of, but also a leader needs to be able to determine when and which Leader Superpower to exercise to optimise the situation.

Ten Benefits for Implementing the Elite Team Concept in Your Business

Notes: HERE 

For a complimentary digi-copy of my book, ‘From Mercenaries to Missionaries – Designing, Developing & Leading High Performing teams in Your Growing Business’ send a message using the form below:-

Making Decisions Effectively & Why Politics is Pointless

See below the video for a PDF download with some notes to help you understand this material. Download the notes then listen to the video as this would probably be the best way to understand the content.

New to all this self videoing so b with me while I learn the skills! 🙂

 

PDF Making Effective Decisions

Leading in Challenging Times

In the third in our series of weekly webinars, we spoke to special guest Martin Murphy, ex-special forces soldier and founder of Elite Leadership, on how to lead your team through a crisis.

Some of the top takeaways included:

1. Good leaders look after the people first
2. Don’t stare at the fire, look for opportunities
3. Top behaviours of effective leaders: emotional intelligence; learning agility; humility; courage
4. How they lead: engage with their teams; align them around common objectives and goals; evolve if things change; practice radically open communication
5. Leaders often cannot escape the storm so they must be able to create peace and tranquillity within the storm to allow them to think clearly and make great decisions. The SOAR model is a way to slow down the reactive thinking process and induce a creative interlude in which higher order thinking is possible:
a. Suspend snap decision making
b. Observe the problem
c. Allow wisdom to percolate up
d. then Respond quickly
6. Promote positive behaviours by adopting a HERO mindset. So be: Helpful; Effective; Resilient; and Optimistic.

There were many more top tips he had to share which can can watch in this video.

 

Personal Leadership Through Challenging Times

An online talk in response to the Corona virus about leading ourselves through challenging times with downloadable resources here:

PDF Leading Yourself Through Challenging Times

PDF 3 Leadership Principles

PDF Making Decisions Effectively