all the great teams you have ever been on. Remember the wordless
harmony that existed between those people. Now, think of everyone
you know as a musical note.
comes from an individual who hears our unique notes and the space
in between our music and other’s and promotes dynamic harmony.
They are bridge builders. Their bridges are made of wonder, fused
with discipline and freedom. Great bridges inspire through their
structural harmony, trust, and movement. They join the disconnected.
requires not knowing. To not know, allows musing. Musing—a state
that allows the genie of genius to arise. Learning happens in
the space between the data, the mission, and the goal. Live leadership
allows not knowing, welcomes the vitality of the question, so
that the living greatness, the legacy of the group, can happen.
There is an
unsatisfied hunger loose in the world.
a voracity of unsatisfied needs that show up in our homes, communities,
We long for
leadership that grows out of individuals who love the questions
we have. Who encourage our wandering toward the perfect solution
through the passion they model.
isn’t about any method, any organizational plan, any mission specific
operational objectives. It’s about orchestrating the desires to
be successful that we all have.
Using the talents,
the wonder of others, to create a path really allows people to
experience the love they long to express for life through all
We foster the
focusing of love and passion in others and ourselves so that we
feel good about who we are and what we’re doing.
leading, and loving are going on all the time.
of the very last thing you made a decision about, regardless of
S l o w – m o t i o n m o m e n t.
Why did you
decide to continue reading?
came out of the unconscious, ongoing action of your learning.
What we learn is applied
and turns into a direction that looks like leadership.
our selves first, then others, learning all the while.
been afraid to learn and lead. Especially when the stakes seem
too high, so high that I could lose some comfortable habit that
made it easy to understand the story the world wants me to understand.
the death of limits, the death of the habits of how I thought
learning. Leading requires learning.
that I let go of what was and allow what will be. Even though
learning can occur and often does, at the neural speed of light,
there is a brief and critical moment when the question, “Will
I survive?” occurs. When survival becomes the predominant modus
operandi, everything produced is tainted with fear. Yet, this
natural pause, the “Will my beliefs survive?” moment, is built
into our basic operating system. We build our beliefs out of what
we have learned. They create a brain-friendly architecture for
us to live in while we experience our lives. Every bit of our
experience can change our neural home.
S l o w – m o t i o n m o m e n t.
you building right now?
Hang on: Neural
light speed slowing to the visible spectrum.
of time that something new stays in our land of survival depends
on how comfortable we are with our capacity and comfort to not
know. When we allow the new to expand into possibility, our neural
home correspondingly expands. We are natural builders; we are
always renovating our home from which we see the world. From tiny
twelve-inch windows, we create a seamless 360-degree panorama
that allows us to see all possibilities around us.
is your view? How big are the views of those around you?
How does this
natural state become an aberration?
fosters a cannibalistic condition often called “an internal entrepreneurial
team” who eat each other and their young.
the upward flow through survival of all learning and communications
is one of the keys that foster real learning.
it’s like to put a happy face on a dead initiative? The results
of this Leader Learning style is a dead Frankenstein—all the right
stuff, no electricity. How many times as leaders were we asked
to enliven what we knew but lacked the heart and passion necessary
for success and life.
moment where possibility can become do-ability is what needs to
be understood, honored, and nurtured within others and ourselves.
the necessary quotient of not knowing needed to inspire and focus
the talents of those around us?
The goal is to shift from think about
to do about.
For all the
time, enormous human resources, and money spent on promoting leadership
and learning, our ROI has been low. Learning requires of us a
s l o w-motion understanding of those light-speed steps that promote
safety, pause, and application within others and ourselves. In
our desire to understand and foster greater intellectual capital,
we have overlooked a vital phase of the learning process.
is the survival pause.
It is a moment,
perhaps like right now, where, as you have been reading this,
your curiosity, your skepticism, your wonder, your tactical mind
co-creates a question against what is being said.
pause. Questions create space, like the space between musical
space, there would be no music.
is more like conducting an orchestra than leading an army.
A visual reference
would be a prism. A prism takes white light, s l o w s it down,
and shows us the spectrum of what is there, but because it was
traveling so fast, we could not see it. While learning and leading,
we s l o w down the light-speed activity around us by applying
a prism-like filter to what is going on. Each of us has a prism
to s l o w high-speed code down.
gotten a bad rap. This necessary primal pause that we’ve worked
diligently to step over is actually the key to our learning and
leading skills. The survival pause is the threshold opening into
the skills and tools we were born with, but sometimes we forget
to use. Each of us has a s l o w-motion filter. Dead Frankenstein
formulas get in the way of what we most naturally are.
that take us into the gloriously uncharted or to the edge from
which we can leap, are the only ones worth keeping.
Because we are alive, we know the difference between alive and dead.
We edit when
we should activate all the perception tools, all the learning
tools we were born with. This is not learning about doing more.
It is about learning to trust that we already have the tools needed
to learn and lead perfectly.
the most important learning is unlearning.
allows the best in others to arise, be applied on-goingly so that
the needed and the unexpected genius can coexist.
learning are joined at the hip—like knowing and not knowing.
I can’t lead
if I don’t allow learning in myself and all those around me.
in the empty spaces, not the full ones.
is an empty not a full.
How do we
create value and safety in not knowing?
are organisms. The creativity, inventive agility, passions, majestic
complexity that makes up a company, are always in flux.
flux is a catalytic chemical that allows a synergistic condition.
Flux is required for the joining of very different kinds of metals.
Flux is a chemical
that allows something to come together that otherwise never would
presence, the two very different pieces of material that need
to be joined would never come together.
that live within the walls of the company, the ones that happen
outside the meeting rooms, are the voices that produce the fluxing
The folks that
make up a company carry the creative intention, the future, the
success, or failure of the corporation.
between each individual’s creative power and the company mission
is the space where flux is most needed. These passing conversations
are the life-blood of any project, indeed, any company.
leadership, the kind we long for and aspire to, understands this
fluxing process. It can bring together disparate factions to inspire
the joining of talents and skills, hopes and visions, to foster
movement and evolution where just raw materials, raw talent were
w e s h a l l o v e r c o m e
can function without spaces in the right places.
knows where the spaces belong and orchestrates the pause that
allows the music of the team to flow.
completion, or failure occur.
Why is it that
new initiatives, new products seem to stall at about the 90% point,
where there seems to be the need for an exponential dose of management
initiatives? One of the organizing principles of us—we humans—is
that we come together to learn how to be at peace while creating
the new with others. In organizations, this same principle exists.
It is the unspoken rallying call; the mundane need of some management
initiatives. We come together because we like to create—yes even
the lone wolves—as a group. We want a future we can feel connected
to, proud of, and that we know is a legacy that is alive and working.
I have been
a producer of complex photo-illustrations, trade shows, and educational
websites. I hired bright, disciplined teams to take the vision
from concept to reality. People loved their part of the process.
I learned over time to pick people whose talents and approach
to creating would be complementary. We always had a clear deadline,
budget, and communication agenda. As my projects became larger,
I noticed that we would ‘lose it’ when what we were bringing to
life was almost alive, when the story was almost told. This was
a humbling and expensive management problem. As a team, we were
good at doing s l o w-motion on our habits and the creative process
we were engaged in. We learned this because we stumbled and could
catch one another and we operated within the design principle
of perfect discipline, perfect freedom.
Thursday afternoon, with a deadline looming, we went outside because
we had to walk away, because we were stumbling over and stepping
on the new life and the story we were creating. Why were we falling
down when we needed to be graceful? We looked at one another,
quietly, and within the flood of awareness, the clarity, one resounding
connecting nod of understanding passed between us. Even though
we were professionals, even though we knew the deadline, we suddenly
understood how much we loved not knowing and creating a solution
together. We did not want that creative process to end. We discovered
that each of us was sabotaging so
that we could continue our inventive mission together.
This was the pause between the notes, where the music we were
creating was heard, and we understood that we were afraid ‘it’
might not happen again. There indeed would be sadness when we
finished, inextricably mixed with the joy coming from the success
As a team,
we discovered the necessary value of grieving the moment of creation.
We discovered that without this necessary pause, our next project
would begin with a limp instead of a leap. I had never understood
that grieving the moment of completion was a critical component
of having all of our resources available to us so that we could
create, allow, and promote our next great creative solutions.
allowing the question
promoted the solution we needed.
I was led by
the stumble. Not the grace.
Our stumbling is more graceful than we realize.
Allowing revelation requires us to be off-balance.
to sustain dynamic verticality.
and blessings for stumbling forward and enlivening our lives!
MacKenzie is a medical intuitive and founder of Camp Leonardo.
He has been a welder, a college design professor, and a professional
photographer. He believes in perfect
discipline-perfect freedom. Wonder has saved his life
more that once as it mends leaking dreams. Fostering wonder in
others is his mission and passion. He cares deeply about the world
and the people in this world. Question with him at email@example.com
would like to recognize the special help of Susan Cantwell and
Dianne Devenyi for making this article possible.
Copyright (c) 2000-2004 LiNE Zine (www.linezine.com)