Being A Positive Provocateur
By definition to provoke is to take action aimed at eliciting a response. Today, as I advertised yesterday in Leading With Provocations, I am writing about being a provocateur. The provocation elicits a response because it disturbs the current state of where it is being directed. This in turn challenges the status quo. If we really want to change something in any notable, enduring, or meaningful way provocation is a necessary part of the process.
As a leader, being a positive provocateur involves challenging the status quo and inspiring innovation within our teams, communities, or organizations. Here are a few ways to use this approach effectively:
- Foster a culture of creativity: Encourage team members to think outside the box and embrace new ideas. Create a safe space where we all feel comfortable sharing our thoughts and taking risks. This creative culture must also be a psychologically safe place as well.
- Ask thought-provoking questions: Pose challenging questions that stimulate critical thinking and generate discussion. This can help uncover hidden assumptions and lead to innovative solutions.
- Provide support and guidance: While pushing for change, make sure to offer the necessary resources, mentorship, and guidance to help teams implement their ideas effectively. We must authentically show those we serve that we believe in their potential.
- Embrace diverse perspectives: Actively seek input from individuals with different backgrounds, experiences, and expertise. This diversity can fuel creativity and bring fresh insights to the table.
- Communicate openly and transparently: Regularly share updates on the progress of initiatives sparked by provocative ideas. Be transparent about the reasoning behind decisions and involve everyone in the decision-making process whenever possible.
Remember, being a positive provocateur means pushing boundaries while also championing and empowering all of those around us. By striking the right balance, you can inspire breakthrough ideas and foster a culture of innovation.
Leading With Provocations
Yesterday, I had a person describe some of my comments during a meeting as “provocations.” My comments were related to my desire to eliminate credits in education and work toward knowing what transferable skills students had mastered. Then instead of being locked/tied to courses we would be linked by the skills students were learning in their relevant contexts. If that makes me a “provocateur”- guilty! By the way; tomorrow I will post about being a provocateur. I had to think for a moment about what a provocation was. A provocation is a statement, action, or idea that is intended to provoke or stimulate new thoughts, discussions, or actions. It can be positive or negative, depending on the context and intent behind it. In a positive sense, a provocation can be a thought-provoking question, a challenging perspective, or an innovative idea that encourages people to think differently and come up with creative solutions. It can push boundaries, generate excitement, and inspire breakthroughs.
Yes, provocations can be valuable when coming from a visionary leader. A visionary leader often challenges the status quo and pushes boundaries to drive innovation and change. By provoking their team or organization, they encourage creativity, critical thinking, and new perspectives that can lead to breakthrough ideas and solutions. However, it is important for a visionary leader to balance their provocations with support, guidance, and open communication to ensure that their team feels empowered and motivated rather than demoralized or overwhelmed.
Conversely, I do recognize that a provocation used negatively can be a deliberate attempt to upset, anger, or disturb someone. It can create tension, conflict, and negative emotions. This type of provocation is often not productive and can hinder progress or damage relationships. These provocations are what I call being “snarky.” Never helpful. Not saying I don’t have to fight being snarky at times – I think we all do.
As a leader or team member, it’s important to use provocations in a positive and constructive way. Encouraging healthy debates, encouraging thinking outside the box, and empowering others to challenge the status quo can lead to innovation and growth. However, it’s crucial to consider the impact and intent behind your provocations to ensure they are beneficial rather than harmful.
Leading With Adaptability
The past couple of days have reminded me how the beach constantly changes with tides and weather conditions. Just 24 hours can make a huge difference – from sunny and 70 degrees to 50 degrees with high force and gale force wind warnings. This has reminded me that leaders must learn to be adaptable and flexible, quickly adjusting to unexpected situations or changes within their team or organization. This adaptability can help them navigate challenges and seize opportunities effectively.
At the same time the sound of waves crashing against the shore reminds us of the slow and steady nature of progress. Leaders can cultivate patience by understanding that meaningful change takes time and consistent effort. We can learn to trust the process, staying focused and persistent in our pursuit of long-term goals.
Leading Like That Beautiful Bean Company
After a week of working with schools in Tennessee this past week I had the chance to visit an iconic agricultural food manufacturer yesterday. I spent time in Chestnut Hill, Tennessee with the great people of Bush Brothers & Company – home of Bush’s® Best. Now, I have to admit I was most intrigued to learn more about the dog mascot ‘Duke’ than anything else, but who isn’t? To touch on that, it all started in 1996 when Jay Bush became spokesperson and he turned to his dog for emotional support. It was decided that Jay would tell Duke the family secret recipe for Bush’s® Best. Story has it he actually whispered it in the dog’s ear. I was also told that Duke was not fond of acting, so a dog actor, named Sam, was hired and ‘Duke’ was born. I’m sure there is a lot more to the story, but what a stroke of marketing and branding genius.
Speaking of genius – in the company’s incredible Bush’s® Visitor Center, General Store and Museum I was able to stand on the scale and find out how much I weighed in beans. 255,600! By the way – You should put this on your list of places to visit. Check out the picture here of the “Only The Best Beans Become Bush’s” exhibit. This was only one of many great educational displays.
“PLUS THERE’S LOTS OF
SWAG WITH MY MUG ON IT.” ~ Duke
Now, back to some of the leadership takeaways from spending the morning with these fine folks. Bush Brothers & Company a special place to work. Firstly, the company has a rich history and strong family values. It was founded in 1908 by A.J. Bush, and today it is still family-owned and operated. This sense of heritage and tradition creates a unique and welcoming atmosphere for employees.
Additionally, Bush Brothers & Company is committed to fostering a positive work environment. They prioritize employee satisfaction and invest in their development through training programs and growth opportunities. The company also offers competitive compensation and benefits packages to attract and retain top talent. I loved that they have even built their manufacturing facilities with windows for bringing in sunlight. We know this is a promising practice, but not everyone does it. Things like this are what I call loving your employees.
“Roll that beautiful bean footage!” ~ Jay Bush
Furthermore, the company is dedicated to giving back to the community. They have various initiatives and partnerships in place to support local communities and charitable organizations. This commitment to social responsibility can create a sense of pride among employees, knowing that they are part of a company that makes a positive impact.
Overall, the combination of a strong family culture, employee-focused policies, and community involvement makes Bush Brothers & Company a special and rewarding place to work. I know I am just barely scratching the surface, but there is so much more to this company than meets the eye. The great part is that none of it is a secret, except the family recipe. I tried, but no one would tell me!
Having A Revolution
In the epilogue of Miracles, C. S. Lewis introduced us to G. K. Chesterton. Chesterton was greatly applauded in his day, and lived as a celebrity. Now he is somewhat veiled in obscurity, but I am coming to greatly appreciate him as I read Orthodoxy. C. S. Lewis was certainly influenced by Chesterton.
Here is a quote from Orthodoxy that Lewis referenced in the epilogue of Miracles:
“But all conservatism is based upon the idea that if you leave things alone you leave them as they are. But you do not. If you leave a thing alone you leave it to a torrent of change. If you leave a white post alone it will soon be a black post. If you particularly want it to be white you must be always painting it again; that is, you must be always having a revolution. Briefly, if you want the old white post you must have a new white post.”
G. K. Chesterton, Orthodoxy, p. 122.
G.K. Chesterton was suggesting that conservatism is grounded the belief that if we refrain from making changes, things will remain unchanged. However, this is not accurate because even by leaving something untouched, it will inevitably undergo change over time. The analogy of a white post turning black indicates that if you desire something to stay the same, constant effort and adaptation are required. In other words, to preserve the original state of something, one must continually work towards maintaining it. This can be compared to having a revolution, as it signifies a complete renewal or transformation in order to preserve what is cherished.
On the white post, the paint will fade away. We must change by continuing to paint. Think about it, there may be better paint with new chemistry to last longer. Even though the post is still white, a revolutionary change has been made. And, if we don’t regularly paint, the post will rot away. The truth that the post is white has not changed, but the fresh coat of paint allows the post the attention it deserves.
Similarly, when applied to other scenarios like technology, organizations, or even personal development, a revolution can involve identifying the root causes of decay and implementing radical changes to revitalize and reinvent the object or system. This might involve adopting new technologies, reorganizing processes, or embracing a new mindset. We really need to keep this in mind when considering education. I hear so many people say that things can’t keep changing, but I am not sure how no change would be possible. We must have continual restoration, renewal, and improvement – revolution.
In essence, a revolution seeks to break free from the constraints of the past and embrace a new paradigm that not only restores the original purpose but also enhances it. It requires active participation, continuous effort, and adaptation to ensure that the transformation is successful and sustainable in the long run.
Cause-Effect Vs Ground-Consequent
I am reading Miracles: A Preliminary Study, 2nd edition by C. S. Lewis right now and it is a very heavy and philosophical read. One of the concepts I just read was on “beliefs.” Lewis explained,
“… if causes fully account for a belief, then, since causes work inevitably, the belief would have had to arise whether it had grounds or not. … But even if grounds do exist, what exactly have they got to do with the actual occurrence of the belief as a psychological event? If it is an event it must be caused. It must in fact be simply one link in a causal chain which stretches back to the beginning and forward to the end of time. How could such a trifle as lack of logical grounds prevent the belief’s occurrence or how could the existence of grounds promote it?”
C.S. Lewis, Miracles: A Preliminary Study, 2nd ed. (London: Collins, Fontana Paperbacks, 1960), p. 20.
Lewis went on to explain that both the cause-effect and ground-consequent are at play here. The difference lies in the direction of the reasoning. Cause-effect focuses on identifying the cause first and then the effect, while ground-consequent starts with the effect and then reasons back to the cause. This is very interesting to me because it highlights the complexity of causality. So many times I see others pointing to data and claiming causality when they are really, at best, making a ground-consequent claim.
A cause-effect relation refers to the relationship between an or action and its direct consequence. In the example Lewis gave (1960, p. 20), “He cried out because it hurt him,” the cause is the pain felt the person, and the effect is their crying out. Conversely, a ground-consequent relation refers to the reasoning or explanation of an event based on its consequence. In Lewis’ example (1960, p.20), “It must have hurt him because he cried out,” the consequent is the person crying out, and the ground is the assumption that the reason for their crying out must be because they were hurt.
This all got me to thinking how important, as leaders, understanding cause-effect and ground-consequent relationships is in helping us make more informed decisions, solve problems more effectively, think strategically, communicate better, and foster a culture of accountability and learning within our team. Here’s how:
- Decision-making: By understanding the cause and effect of different actions and decisions, we can make more informed choices that are based on evidence and rationale. This can lead to better outcomes and minimize potential risks.
- Problem-solving: Identifying the underlying causes of a problem allows us to address the root issues rather than just treating the symptoms. This can lead to more effective solutions and prevent recurring problems.
- Strategic thinking: Recognizing the cause-effect relationships within our organization or industry can help us anticipate potential challenges and opportunities. This enables us to develop proactive strategies and adapt to changes more effectively.
- Communication and delegation: Understanding the ground-consequent relationships helps us communicate expectations clearly and delegate tasks more effectively. By clearly explaining the expected outcomes and the reasons behind them, we can motivate and align our team members towards achieving shared goals.
- Accountability and learning: Recognizing cause-effect relationships allows us to measure and evaluate the impact of our actions, making it easier to hold ourselves and others accountable. It also provides opportunities for learning and continuous improvement by analyzing what worked and what didn’t.
Easy To Please But Harder To Satisfy
In Mere Christianity, C.S. Lewis said that God is “easy to please, but harder to satisfy.” In that context, I believe Lewis meant that God is easy to please in the sense that He delights in our sincere efforts and desires to have a relationship with us. However, God is harder to satisfy in the sense that He desires us to seek true fulfillment and satisfaction in Him alone, rather than in temporary things or immediate gratification. In other words, while it may be relatively simple to please God through our genuine pursuit of Him, finding deep and lasting satisfaction in Him requires a greater effort and a commitment to prioritize Him above all else. Also, I believe God is never satisfied because he wants us to continually improve and be the best we can be.
We can take a few big lessons away from the simple statement of “easy to please, but harder to satisfy” for our everyday lives as leaders. It is relatively simple to find temporary satisfaction or pleasure in small things or immediate gratification. We need to celebrate those small things in those we serve as well as ourselves. Being easy to please as a leader means being open-minded flexible, and appreciative of the efforts and achievements of our team. It means recognizing and acknowledging their hard work and providing positive reinforcement regularly. This creates a positive and motivating work environment.
However, finding long-term, deep satisfaction requires a much greater effort and cannot be easily achieved. We must work extremely hard to help those we serve be the very best they can be and not be satisfied. Being hard to satisfy means setting high standards and expectations for yourself and your team. It means constantly seeking improvement, challenging the status quo, and pushing for excellence. It means not settling for mediocrity and always striving for growth and development.
Here is how we might put this into practice:
- Clearly communicate our expectations and standards to our teams.
- Encourage and recognize the efforts and achievements of our team members regularly.
- Provide constructive feedback and guidance to help our teams and team members improve.
- Continuously challenge ourself and our teams to set higher goals and strive for excellence.
- Lead by example and demonstrate a commitment to constant improvement.
- Foster a culture of innovation, creativity, and continuous learning within our organizations.
- Provide opportunities for professional development and growth for ourteam members.
Make no mistake, being easy to please doesn’t mean accepting mediocrity, and being hard to satisfy doesn’t mean being unappreciative. It’s about finding a balance and creating an environment where both personal and professional growth can flourish. This environment is what I believe is loving those we serve.
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