The Foxhole

I once worked with a high school basketball team. At the beginning of the season, the coach named one of his players team captain. The coach later revealed to me that he chose the team captain based on the boy’s character and leadership potential.

About a month later, after weeks of intense practice preparing for the upcoming season, the coach led his team through an exercise called “The Foxhole.” It is an exercise that I encourage all teams to execute.

The Foxhole is based off of military jargon. In trench warfare, members of the same team would dig a hole dubbed a “foxhole.” The team would live in the foxhole, eating, sleeping, and fighting together. There was no world outside of the foxhole. The men inside that hole lived and died as one. They became closer than brothers and literally trusted each other with their lives.

The Foxhole exercise run by this coach was for each member of the team to imagine they were in battle and dug into a foxhole. In their foxhole would be three other members of their team. In this exercise, each team member had to choose three teammates to accompany them in that foxhole.

The coach had his team take ten minutes to think about their answers without speaking to anyone. Then, when the time was up, he had them write their foxholes down and submit them.

On a team of a dozen kids, there were a dozen different combinations of foxholes. There was, however, one similarity in each of the foxholes: every single member of that team included their team captain in their foxhole.

The coach later told me that it was at that moment, when he saw this, that he realized that he had made the right choice in team captain. In a life-or-death situation, each member of his team wanted their team captain at their back.

Leadership is about your team knowing that you have their back.

What trust looks like

If things are ever going to go sideways, a team needs to trust that their leader is going to have their back. That’s the kind of trust that leadership requires.

I have talked to many people about leadership, and one of the complaints I hear far too often is that people don’t trust their leaders to have their backs. They see their leaders as middlemen rather than leaders. These are the managers who will throw their team under the bus in order to curry favour with the CEO. These are the principals who will ignore the complaints of their teachers because they only care about input from their Board of Trustees. That does not garner trust. That is not leadership.

So how do you build that kind of trust? I have a few suggestions for you.

Trust requires:

1. Building caring relationships

Stop and think for a moment about the people in your foxhole. This is a great exercise that you should do in-depth, but for now just quickly think about the top three to five people who would be in your foxhole. Got them? Great. Now, what do they all have in common?

If you are like most people, the people in your foxhole all share one important characteristic: they are people who care about you and your well-being.

This seems obvious, but it is important to building trust.

We trust people who care about us.

If you build a positive relationship and that other person knows that you actually care about their well-being, they will want you in their foxhole. And that is a leadership win.

2. Practicing competency

Go back and think about the people who are in your foxhole. I bet you didn’t choose people who are incompetent. We don’t trust incompetent people. Think about it. If your neck is on the line, you want to be able to trust someone who knows what they’re doing.

If you want people to trust you, they need to trust your ability.

3. Demonstrating integrity

Think about your foxhole again. These are the people who you trust with your life. Are any of them particularly untrustworthy? Probably not. You trust them because they have demonstrated in the past that they are trustworthy.

In other words, we naturally trust people who demonstrate that they are trustworthy. Again, it seems obvious, but it’s easy to forget. If you want people to trust you, walk in integrity. That means doing the right thing, even when nobody is looking.

Dynamic lessons

In short, if you want people to trust you, you have to prove that you are worthy of their trust.

We looked at three ways you can earn your team’s trust:

1. Building caring relationships. People will naturally trust people who demonstrate that they care about them, so build trust by showing that you care.
2. Practicing competency. You don’t have to be the best at everything that you do, but if you want people to trust you, you have to demonstrate that you know what you’re doing.
3. Demonstrate integrity. People are usually pretty good judges of character. So do the right thing, even when no one is looking. Then, when people are looking, they’ll see someone who is trustworthy.

What are your thoughts on building trust in the workplace. How do you build trust?

Books that influenced this article:

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You by John C. Maxwell

Leadership is an Art by Max De Pree

The post Lessons from a Foxhole: The Importance of Trust in Leadership appeared first on Great North Dynamics.

Risk-takers are the ones who change the world.

It was April 9, 1917 – Easter Monday, right in the middle of the First World War. The Germans were entrenched in their position in northern France on the high ground known as Vimy Ridge. From this strategic position near the Belgian border, the Germans had successfully repelled numerous attacks by Allied forces.

Over the previous two weeks, the Germans had been bombarded by Allied artillery. They knew that the Canadians and the British were planning another full-scale assault – the planned assault had been revealed by a Canadian defector to the British – they just didn’t know when. Or how.

Unbeknownst to the Germans, in the early hours of that fateful Easter Monday morning, the combined forces of four Canadian army divisions and one British division were about to emerge from underground tunnels and launch their assault on the German position.

The plan was one of the most audacious strategies employed to date in early-20th century warfare. It involved months of training for the specific conditions of Vimy Ridge, weeks of artillery barrages, months of underground tunnelling, and all to attack an enemy that already knew an attack was coming.

From it’s very beginning, this was a risky plan. Not only were the Canadians tasked with taking over a heavily-fortified enemy position, but their own allies had tried and failed at the same mission TWICE. In order for the Canadians to pull this mission off,  not only would they have to achieve something their allies could not, but they would also have to come up with a plan just crazy enough that it might even work.

The Battle of Vimy Ridge lasted for four long, bloody, gruelling days. And by the time the sun set on April 12, 1917, the Canadians had forced the Germans from their final positions and taken Vimy Ridge.

This story is of particular importance to Canadians because this battle, the Battle of Vimy Ridge, is widely accepted as the “birth of a nation”, or Canada’s “coming-of-age”. This battle was the first time that multiple Canadian military divisions operated in a war theatre under the leadership of a Canadian commanding officer, Lieutenant General Sir Julian Byng.

I tell this story for two reasons. First, April 9, 2017, was just celebrated across Canada and by Canadians around the world, because it marks the 100th anniversary of the Battle of Vimy Ridge – the birth of the Canadian nation. I had the honour of laying a wreath and laying my respects on behalf of the Government of Canada at my local memorial, and it was humbling to be a part of such a sombre yet significant moment. The second reason I share this story is because it illustrates perfectly the value and techniques of effective risk-takers.

In this post I want to use this story and other information to demonstrate that risk-takers can change the world, but to do so they need three things: an audacious vision, meticulous preparation, and an irrepressible flexibility.

Risk-Takers Can Change the World

World change doesn’t happen by accident.

If changing the world – through any of the private, public, non-profit, or education sectors – was easy, everyone would do it. But the fact is that there are very few people who have a lasting, world-altering legacy. And those people are risk-takers.

Think about it. If you live a comfortable life and take no risks, you will spend your life in the comfortable cushion you’ve created for yourself. And there is nothing wrong with that! If you have no desire to make a lasting impact on the world around you, then by all means, enjoy your comfortable life. But if you want to leave far-reaching legacy, you will need to take risks.

For many people, the legacy they leave is their family. I fully support this, because I think there is no greater legacy to leave behind than our relationships, especially with family. But guess what: having a family is a risk in and of itself. Having kids is a risk, because you don’t know what the outcome will be. Entering into a long-term relationship with someone is a risk, because you can’t predict the future.

Whether you want to start a family, a revolutionary business model, or a political campaign to exact social justice, you will have to take risks to accomplish your goals.

Everything worth doing will come with some level of risk. The question is where do you want to go and how much are you willing to risk to get there?

Audacious Vision

A leader is someone who can inspire a vision in their team.

In the case of the Battle of Vimy Ridge, that leader was Lieutenant-General Sir Julian Byng, and that vision was the taking of a strategic German stronghold in the face of overwhelming odds.

When you dare to dream wild enough to take a big risk, there has to be something inside of you that WANTS to succeed. That desire to succeed has to be stronger than the fear of failure. That’s where vision comes into play.

Whether you have a team of followers or not, if you want to be an effective risk-taker, you need to have an audacious vision.

Developing a vision can be a difficult task, but it is critical to success. Your overarching vision will guide your planning and help you execute each step towards success.

If you want to know more about learning how to create and share a vision, you can check out my blogpost on inspiring vision. You should also check out my workbook on developing a personal vision for your life, as there are many tools and strategies there that can help you.

Meticulous Preparation

The Battle of Vimy Ridge took four long, arduous days. But, if you have read Sun Tzu in his classic, The Art of War, then you understand that the outcome of the battle was decided long before the first shot was fired.

The Allies had spent months preparing for their assault on the German stronghold. Their strategists had been compiling all the information they had on the enemy positions, their experiences from previous (failed) attempts at taking the ridge, and the strengths and weaknesses of not only the German divisions but of their own as well.

The battle is won in the preparation.

Once the Allies came up with an attack plan, they then practiced it, over and over again. Let me remind you that this was 1917. Military maneuvers had just evolved from standing in a straight line and shooting at each other until one side surrendered to lining soldiers up in a trench and swapping canisters of mustard gas. Training for and practicing specific, strategic military maneuvers was a radical idea.

When you’re taking a risk, no innovation is too radical.

The execution of the plan was so important to the Allied soldiers that they practiced that execution as often and as thoroughly as they could. They knew that without the proper execution, all the preparation in the world would be useless.

Once you have a strategic plan in mind – and you should take the time to create a thorough plan – you need to make sure that you (or your team) has the ability to follow-through with the execution.

Once a plan is put into motion, there are so many variables that can directly affect you. There is only so much that you can predict. That is why practicing the execution is so important, because you need to know that you can execute your plan without even thinking about it. It should be second nature, a knee-jerk reaction, instinct.

If you have meticulously prepared by developing a detailed plan and practiced its execution, it doesn’t matter if there are bullets whizzing by your head or competing businesses nipping at your heels, you will be able to fight your way through, sticking to the plan the whole way.

Irrepressible Flexibility

The strategic plans for the Canadian-led assault on Vimy Ridge predicted that the German stronghold would fall largely into Canadian hands by early-afternoon on the first day. Instead, what followed was four days of some of the most horrific fighting conditions ever known to man.

The Germans provided a stronger resistance than the Canadians expected, and the trench warfare was fierce. This was World War One, remember, when chemical weapons were still widely used and soldiers advanced from trenches only to be mown down by machine guns. This was as close to hell on Earth as you could get.

The first thing that will keep you going under such circumstances is, as we discussed earlier, an audacious vision.

During the times when you are faced with your bell on earth, your vision is what will sustain your perseverance.

But vision alone is not enough to win a war. You need to be flexible.

When night fell on the first night and the Canadian plan had anticipated a victory by this point, it would be very tempting for the Allied soldiers, whose lives were miserable, to turn around and say “better luck next time.” But that is not a risk-taker’s response.

Risk-takers recognize that when things don’t go as planned, the plan has to change.

Rather than retreating when the strategy’s timeline was not met, the Canadians pressed their advantage. They continued to bring the fight to the Germans for three whole days before finally taking the ridge.

In other words, the Allied forces were flexible. Their plans had to change, but they pursued their goal against all opposition.

No matter how detailed your plans are, things will still go NOT according to plan. You need to be flexible and adapt to change. I wrote an entire blog post on adapting to change. You should probably read it.

Dynamic Lessons

I am going to end this post the same way I started it, by stating a simple truth: risk-takers are the ones who change the world. Risk-taking is a dangerous business, but it is necessary to reach long-term success.

In order to be an effective risk-taker, you must make sure you follow these three steps:

1. Create an audacious vision. Risk-taking is audacious in and of itself, and to make it work you need to be daring and create an audacious vision that will guide you through the ups and downs.
2. Carry out meticulous planning. Once you put your plan into action, real-life happens and you will face tons of differing variables. Do yourself a favour and make sure your plan is detailed enough to survive.
3. Maintain irrepressible flexibility. Things will not go your way. For all your meticulous planning, things will still happen that your plan did not account for. You need to be flexible and be able to roll with the punches.

Are you ready to be a risk-taker? I’m excited for you! Let me know in the comments section what kinds of risks you’re taking and how you’re planning for them! Or post it on social media and tag me (@kylewierks on Instagram, LinkedIn, and Twitter, Great North Dynamics on Facebook). I’ll make sure to comment!

This post was inspired by a TEDx Talk I gave recently (the Saturday before I wrote this, in fact). The talk I gave was about the importance of imagination and creativity in a world that prioritizes realism over imagination, and I spoke about the importance of creativity in risk-taking. It was recorded and will be posted online (I’ll keep you posted on that).

Creating Your Personal Vision

Check out You Can’t Reach What You Can’t See: Developing a Personal Vision for Your Life. This workbook will help you create a vision that will guide your career planning.

Books that influenced this article:

The Outliers: The Story of Success by Malcolm Gladwell

Creativity, Inc. by Ed Catmull and Amy Wallace

Steve Jobs by Walter Isaacson

Walt Disney: The Triumph of the American Imagination by Neal Gabler

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You by John C. Maxwell

The 4-Hour Workweek by Timothy Ferris

$100 Startup by Chris Guillebeau

The post Risk-Takers: What History Can Teach Us About World-Change appeared first on Great North Dynamics.

As we prepare for the official TEDxChilliwack event (at which I will be speaking), I thought I would share my four-minute audition with you. So, without further delay, here it is.

Deprioritization of Creativity and Imagination

Good evening, everyone. My name is Kyle Wierks. I am talking to you tonight about something that is very important to me: fostering imagination in young people.

Fostering imagination and creativity is a hugely important topic, and one that is very important to me, especially as it concerns the shaping of the minds of future generations.

Not only am I a millennial, but I also run my own leadership blog called “Great North Dynamics,” and I have self-published three works of fiction over the last 18 months. In my day job, I work for a local public figure, but I have also spent the last eight years volunteering in a youth mentorship program working with teenagers and young adults.

There are many ways to measure the priority given to imagination and creativity, but one factor that I want to highlight tonight is public spending on the arts. The National Endowment for the Arts is an American government organization that funds arts programs. In 1980, the National Endowment had a budget of just over $154 million. In 2017 dollars, that’s almost half a billion dollars. The Endowment’s budget for 2017 is less than $150 million. That is a 70% decrease over 37 years.

There is much more to imagination and creativity than public spending on the arts, but this is a crucial indicator in the habitual deprioritization of imagination and creativity over the last 30+ years. This is a huge problem. Why? Because at the same time that the US has been deprioritizing imagination, the American business environment has been deteriorating.

Since 1980, the National Endowment for the Arts has seen its funding levels drop by 70%. Over that same period of time, according the US Census Bureau, the number of new businesses started in the USA has dropped by 50%. Even more troubling is that 86% of all new businesses started in the USA today are started by people aged 36 and up.

I do not think that it is a coincidence that while America has deprioritized creativity as a society, fewer businesses are being started and fewer millennials – MY GENERATION – are becoming entrepreneurs.

I want to shape the minds of our future generation to be thought leaders, entrepreneurs, academics, community leaders. And I firmly believe that the way to do that is to foster imagination in them at a young age. This is what I hope to bring to TEDxChilliwack. Thank you.

Books that influenced this article:

Creativity, Inc. by Ed Catmull and Amy Wallace

The Element: How Finding Your Passion Changes Everything by Ken Robinson

The post The Deprioritization of Creativity and Imagination in North America appeared first on Great North Dynamics.

I think it goes without saying that leadership is hard, but there is so much more to leadership than that.

Being a leader involves much more than leading other people; it requires a lifestyle that, quite frankly, does not fit everyone.

That is not to say that we should discourage people from becoming better leaders, but our leaders should know what leadership has in store for them.  This post will describe just four of the difficulties faced by leaders.

1. Leaders are lonely.

It’s lonely at the top of the pyramid.  Now, most leaders are not all the way at the top of their organizations or not even necessarily in a position of leadership (more about this in an upcoming post), but they are at the top of their respective pools.

People are naturally attracted to leaders, but tend to congregate with their peers.

In other words, leaders are normally well-liked and respected, but are rarely invited to social gatherings outside of the workplace.  If you are taking on a leadership role, be prepared to suffer for it socially.  And you need to be okay with that.

2. Leaders are responsible.

When things go wrong, you are the one who has to answer for it. Regardless of whether you are actually responsible for an outcome, you must take responsibility for whatever happens under your watch.  If your team is held to a strict deadline, it is your responsibility to make sure that it is met.  If someone on your team drops the ball, it is up to you to fix it.  I cannot tell you the number of times I have had to do extra work to make up for someone else’s mistake in order to ensure a project is finished on time.

3. Leaders go first.

This seems obvious, but leaders lead. That means that leaders go first.

That means that leaders have to get their hands dirty.

Whether you are the CEO of a Fortune 500 Company or the manager at your local gas station, you cannot ask your employees to stay late to work overtime on a project if you have not already cancelled your dinner plans. Though being the first one in the door in the morning and the last one to leave at night may seem simple enough, bear in mind that leadership is not just about showing up, it is about working your butt off.

Leadership is 90% perspiration.

4. Leaders rarely receive recognition.

If you want a career in the spotlight, leadership is not for you.  Sure, there are some leaders who are publicly recognized.  Steve Jobs comes to mind, or Tim Cook, the past and current CEOs of Apple Inc.  But what about Phillip W. Schiller?  Ever heard of him?  He is the marketing director at Apple Inc., and the man behind the public image that is Apple.  So, if you have an iPhone or iPad or iWatch or iPod, your product’s packaging, display, and branding were all designed by a team under Schiller’s leadership.  Almost everyone in North America has experienced the branding power of Schiller’s team, but most have never heard of him.

Leaders rarely receive recognition, even from the very people whose lives they affect.

Dynamic lessons

After reading all this, there is a very simple conclusion: nobody should ever want to be a leader.  This is, however, the wrong conclusion.  What you should take away from this is that leadership is sacrificial.  You will not just have to work hard and give up your time; you will have to make sacrifices that might seem like too much. But if leadership was easy, everyone would do it.

Leadership is not about the easy way; it’s about doing it the right way. You will never attain your leadership goals if you aren’t ready to make sacrifices.

What kinds of sacrifices have you made to be a leader? Are they worth it?

Books that influenced this article:

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You by John C. Maxwell

The post Leadership Difficulties: Four Reasons Not to Be a Leader appeared first on Great North Dynamics.

In leadership, the value of inspiring vision cannot be overstated. Time and time again I will mention the importance of inspiring vision because it is crucial that leaders, teams, and organizations be purposeful in maintaining a solid vision. However, it is common that a team can lose or outgrow its vision. Sometimes a vision needs to be re-envisioned, re-purposed, or reinvented.

The process of re-imagining your vision is so important that I have dedicated this post to three steps on how to inspire your vision back into your team (or inspiring your vision for the first time).

1. Stop everything

It is vitally important that you fix this, and that might mean stopping everything. In his book Creativity, Inc., Edwin Catmull describes a vitally important measure that Pixar had to take: they closed their campus for an entire day and paid their staff to attend a workshop that would design their corporate vision for the future. In order to get Pixar’s staff on the same vision, they stopped everything and made that vision their number one priority.

Starbucks did something similar in 2008. Business Insider has a great article about how Starbucks CEO Howard Schultz turned the company around. One of the ways he did that was by closing every Starbucks store in order to retrain their staff. The purpose was to rediscover Starbucks’ vision for perfection. According to this article, this cost Starbucks over $6 million, but it was worth it to perfect the vision that would make Starbucks excellent. This is a good example of how vision and excellence go hand-in-hand.

If your team has lost its vision, it is imperative that you, as a leader, make regaining that vision a number one priority. Stop everything and make vision your focus.

2. Dare to dream

If you were a Canadian hockey fan in the late 1990s and early 2000s, you probably remember the Kokanee beer commercials featuring the Sasquatch (if you haven’t seen these, I highly recommend them). One such commercial is firmly imprinted in my memory. For those who don’t know, these commercials feature a forest ranger and his assistant, Arnold, who protect the Kokanee Glacier from the Sasquatch. In this commercial, the ranger hires three beautiful women to help protect the glacier from the Sasquatch. Arnold turns to the ranger and says, “But I thought the Sasquatch wasn’t real.” The ranger’s classic response was simple: “Dare to dream, Arnold. Dare to dream.”

When it comes to your vision, you have to dare to dream. The grander the vision, the greater the accomplishment. There are a few ways to produce such a vision.

1. Corporate vision. The case of Edwin Catmull and the Pixar vision seminar is a classic example of this tactic. The Pixar organization engaged their entire staff, from their accountants to their executive, to produce a corporate vision that included participation from their entire staff.
2. Team vision. I worked with an organization that saw a marked decrease in enthusiasm and ownership in their team (I’ve written a separate article on ownership). It was decided that the problem was in the communication of the vision to the team; they forgot why they did what they did. This particular organization decided to create a team vision that would reinvigorate the team. To do so they took a select number of trusted team members — in their case six — and together we created a vision for the rest of the team to follow.
3. Personal vision. If you are an entrepreneur, chances are that you have a vision that you want to realize. This is not a vision that you have created with others; it is yours. It is perfectly acceptable to use your personal vision as the head of a team.

Regardless of whether your vision is the result of corporate consultations, a small team brainstorm, or your own brain child, the creation of your vision is only the first step (steps on creating this vision will be discussed in a later post). Now you have to communicate that vision.

3. Insane communication

A vision is only a picture in your head if nobody else can see it.

That means that once you have your vision established, you have to sell it, and not to your customers. Before anything else, you have to sell your vision to your team.

If you are an executive, that would mean selling it to your executive team. At you’re at a lower level of leadership, that could mean selling it to your own team, or even to your peers. If you want someone else to carry that vision, they need to  be sold on it. I have a couple tips for the initial sale of your vision.

1. Keep it simple. If you over-complicate your vision, you will kill it before it has a chance to take root. There will be plenty of time to go over the intricacies and the individual steps to success later. But to inspire vision, keep it simple.
2. Focus on the why, not the how. Another way to put it is focus on the result, not the process. Again, you will have many opportunities to lay out your fifty-step plan to achieving your vision, but people don’t buy into a vision because they love the idea of the process; they own a vision because they desire the end result.
3. Make it personal. People are, deep down, selfish creatures, and the question burning in the back of our minds is, “What’s in it for me?” We will all deny that, of course, and sometimes we aren’t even aware that we’re thinking it, but there is a selfish lens that we all use. So make it personal. Tell your team exactly what the realization of your vision will produce for them, personally. Will stakeholders get a financial return? Will staff be able to be a part of a revolutionary industry that changes the way the world works? Can the volunteers at your non-profit be able to change lives? The more people you are selling your vision to the harder it is to make it personal, but at the end of the day, you want your team to have a personal stake in the realization of your vision.
4. Be realistic. Don’t try to sell anyone a unicorn. Your vision is going to take a lot of hard work to realize. It will probably call for a lot of sacrifice, both in time and money. Be realistic with your team. Let them know that it will be tough. Give them a taste of what is to come. If you sow your vision in reality, your team won’t be surprised when things get tough a month down the road. There won’t be a mob at your door complaining that it’s too hard. They need to know exactly what they’re getting themselves into. And they need to know that it is all going to be worth it.

Speaking of realistic, it is not an easy thing to sell your vision. But it is necessary, and it will be worth it when your team buys into it.

Communication does not end when the vision is sold. You will need to be in constant communication with your team to ensure that your vision does not die. Remind your team regularly about why you’re doing what you’re doing. That vision will empower everyone.

Dynamic lessons

Are you, your team, or your organization struggling with maintaining or developing a vision? The good news is that you’re not alone; thousands, if not millions, of individuals and organizations are going through the same thing. The better news is that there is a solution.

I gave you three simple steps to reinspiring vision in your team and organization:

1. Stop everything. Vision is vital to your organization’s survival and success. Take the time to get it right.
2. Dare to dream. This is the time for big dreams and aggressive goals. If you want the comfortable route, get out of leadership.
3. Insane communication. Once you’ve developed your vision, you have to communicate it. It’s not easy, but it’s necessary.

If you want more help in developing vision for you or your team, there are resources available for that. I have published a workbook dedicated to helping you develop a personal vision for yourself. To inspire vision in others, first you must inspire vision in yourself.

Have you ever struggled with developing or maintaining a vision? How did you make it work? I’d love to hear from you! Leave a comment below.

Creating Your Personal Vision

Check out You Can’t Reach What You Can’t See: Developing a Personal Vision for Your Life. This workbook will help you create a vision that will guide your career planning.

Books that influenced this article:

Creativity, Inc. by Ed Catmull and Amy Wallace

Steve Jobs by Walter Isaacson

The 21 Irrefutable Laws of Leadership: Follow Them and People Will Follow You by John C. Maxwell

The post Three Steps to Inspiring Vision in Your Team appeared first on Great North Dynamics.

One spring afternoon I was working alone in our front office and had to help an elderly gentleman who introduced himself as “the smartest person you will ever meet.” This customer told me that whenever he walks into a room, he is always the smartest person in that room. Apparently, all of his friends call him up whenever they have a problem they can’t solve, because he always has the answers.

Here’s a free tip:

The best way to get an arrogant person to like you is to let them brag about themselves.

Deep down, we all have an ego that loves to be stroked, so I let this guy go off about how much of a genius he is for over ten minutes before we finally got down to why he needed my help. It turns out that this self-professed genius had created a rather difficult legal problem for himself because, rather than follow specific instructions on a government form, he had knowingly chosen to put incorrect information on the form.

I explained the simple fix to this gentleman, and I advised him that though it might take a few weeks and a couple pages of paperwork, he would be able to rectify the situation without too much headache. The client’s response was that he was smarter than any bureaucrat, and he wasn’t going to do anything to fix the problem because it wasn’t his fault.

My client experienced a long period of difficulty due to his unwillingness to take advice from someone else; he wanted someone else to fix the problem, because he was positive that he was in the right. His behaviour is symptomatic of a deeper issue that has become prevalent today: an unwillingness to be taught.

People are often ready and willing to learn, but being taught is a different ball game. Learning is an action to be proud of because you are bettering yourself; being taught is a humbling experience because it means that someone else knows something that you don’t.

You must always be ready for someone to teach you something.

The willingness to be taught, or “teachability,” is an important trait for everyone, but it is vital for a leader. A leader should be searching for learning experiences in every situation.

1. You are not the smartest person in the room

No matter how much education you have, how well you scored on your exams, how much random knowledge you have, or how long you have trained in your field, there will be people who are smarter, have more education, more training, and better test scores than you.

It is important to have knowledge; after all, knowledge is power. It is equally important to not equate knowledge with prestige.

Just because you know something does not mean that you know everything.

Whether you are a high school drop out or a PhD, you have some knowledge that you can share with other people, but there is still so much that you can learn from other people.

One of my mentors and good friends, Mike Mannes, once said, “If you find that you’re always the smartest person in the room, you need to find new friends.” This is key.

Surround yourself with people who are smarter than you.

You should be seeking to learn new things, and you can only learn things from people who know things that you don’t. If you want to be a leader, your friends should be able to teach you stuff. Their knowledge might be about different topics than yours (maybe you’re a geologist and your friend is an English major), but they should be in a position that they can teach you.

Learning from friends or the people around you does not — and should not — have to be a formal affair. You can learn so much from people in general conversation, if you are open and willing to be taught. Whether they agree with you or not (more on this in point number three), you can still learn so much from someone just by listening to them speak.

Before you can learn from someone, you have to humble yourself and admit that there is something that they can teach you.

2. You can learn something from anyone

As much as you should be learning from your friends and the people you spend time with, you should also be learning every day from, well, anyone.

If you are willing to admit that you are not the smartest person in the room, the next step is to admit that, just possibly, the person who you consider to be less smart than you might still have something to teach you.

I have met too many people in academia who equate their degree or level of education with a position on the totem pole of intelligence. The higher your degree or level of education, the smarter you are, and if you have a higher degree of education than the next person, that makes you automatically smarter than that person.

The same is true, however, outside of academia. People with less education tend to discriminate against people within academia. They assume that academics are being brainwashed by the education system and that Regular Joe can learn far more by reading stuff on the internet than Doctor Don can learn at school.

The truth is that neither person is correct. Yes, you have to work hard and learn a lot of information to earn a degree in college or university, but that does not necessarily make you more intelligent than if you never went to school; it just gives you a wider breadth of knowledge. It is true that by going to school, academics are learning what other people want them to learn, but that does not mean that their education is any less valuable for it.

No matter how much education or self-led learning you have, you still have so much to learn. You cannot prejudice who you learn from based on your judgement of their intelligence.

Everyone can teach you something, even if it is simply how not to do something.

I was once volunteering with a group that was putting on a weekend leadership conference. A couple of hours before the door opened, the technical crew was doing a final check of the sound, lights, and visual aids. In their check they found a glitch in one of their programs that would not allow them to run one of their video files.

With the clock counting down, the tech team was working frantically to fix the glitch and get the program running. I know next to nothing about these sorts of errors, so I was observing but not getting involved. Standing next to me was a young woman who, like me, knew very little about technical errors, but she had seen this error before and she had an idea on how to fix it.

When this young woman suggested her solution to the tech team, she was told in a polite manner that it wouldn’t work and to leave the fix to the experts. For another twenty minutes these experts continued to work on the bug with no progress. Finally, after trying everything they could possibly think of, the tech team allowed this young woman to attempt her fix. Five minutes later, the program was debugged and the file ran perfectly.

Like I said, I am no technical expert, so I can’t tell you how this young woman fixed the error, but she did. Even though she had no technical training, she had seen the bug before and remembered how to fix it. The problem was that the so-called experts refused to believe that an untrained person could have the knowledge to fix such a problem.

We can all be like this team, blinded by our own knowledge, or at least our perception of our own knowledge.

Never assume that someone cannot teach you something useful.

3. Debate is about learning

With both an academic and a professional background in politics and political science, you can be sure that I have experienced my fair share of debates. I found that debates among university students — especially political science students — could get fierce. It’s easy to dig your heels into the ground and give up no ground when you’re engaged in a passionate argument.

I had a professor in university who loved debate and always prodded it along. If someone was on the fence, he would force that individual to take a side. The same was true of presentations: the professor would ask you to research a topic, present both sides of the debate, take a position in the debate yourself, and then open up the floor to the rest of the class for their ideas. More than once his classroom devolved into a chaotic maelstrom.

My professor’s tactics were not, however, designed to foster disunity; rather, he promoted debate and arguments because this forced the exchange of ideas. He would urge everyone to keep an open mind and actually listen to the opposing arguments. The purpose of his debates was not to convince the opposing side, but rather to learn or consider something they hadn’t before.

I am not entirely certain that my professor’s tactics were the best-guided, but the theory behind them was true:

You can learn far more from someone with whom you disagree than agree.

Imagine two people discussing a controversial topic. Both people have the same opinion on the topic. How much critical thinking do you think will occur? Not very much. Sure, one person might bring up a fact that the other person never knew, but with no one to counter their points, how are they going to learn? If two people discuss opposing views on the same topic, they will be exposed to arguments and facts that they may have never considered before.

I am not suggesting that you should enter a debate with the intention of changing your mind. In fact, I am suggesting that you should enter debates with the willingness to learn something from your opponent. There are very few debates in this world that have one side completely correct and one side completely wrong.

Be willing to learn from your opponent; their knowledge may surprise you.

Dynamic lessons

Teachability is one of the most important attributes of an upcoming leader. There are three things to remember in order to be teachable.

1. Remember that you are not the smartest person in the room. There are always people who are smarter and better trained than you are; be willing to learn from them. You should also surround yourself on purpose with intelligent people so you can continually learn from them.
2. No matter how intelligent you are, you can learn something from anyone, even someone you might consider to be less intelligent than you are. People can surprise you.
3. You might like to argue, but debate is about learning. When you exchange differing ideas with someone, be willing to learn from them, even if you disagree.

Share in the comments section about a time that you learned something valuable from someone unexpected. Or if you disagree with me, tell me why!

Speaking of becoming teachable, if you want to learn more about how to be a strong leader, improve your creativity, succeed in life and business, or just become a better communicator, make sure you check out my page of Leadership Books That You Should Read. I have a lot of good material there that you should read.

The post Why Leaders Must Be Teachable to Succeed appeared first on Great North Dynamics.

Leadership and creativity are both of particular interest to me. With over seven years of experience of developing leaders, I have a passion for helping young and rising leaders succeed. At the same time, as a creative and a highly-imaginative person, I also have a passion for creativity and the doors it can open.

There is no exact formula to either leadership or creativity, which fits my personality perfectly; I’ve never been one to find formulae all that interesting in the first place. Leaders and creatives are constantly learning and growing. The purpose of my blog is to help others who are wanting to learn and grow as leaders and creatives.

Whatever your path, I want to help you succeed. You don’t need to be a manager or executive to find leadership development useful in your life; similarly, you don’t have to be a writer or a musician to understand the importance of a creative mindset. The Great North Dynamics blog is all about pushing the boundaries, challenging the status quo, and inspiring people to succeed.

So, welcome to the journey. It’s going to be a wild ride.

The post Welcome: Leadership, Creativity, and Success appeared first on Great North Dynamics.