Last year the horses at Los Senderos were set free to roam the 300 acre property. Before that time they were kept corraled and when set loose were closely watched. A different management style is in place now. Can you imagine what a change like that must feel like for the horses?

If you read the literature and research by the experts in the field and by the recognized leadership consultants,  you will find that most of them talk about change in extreme situations that just do not apply to the daily management of a small to midsized company. An example is this 2011 offering by the Wharton School at the University of Pennsylvania. 

At SFLC we focus on leadership behavior and leadership in action. It is about managing emotion and thought. Being mindful and focused when the organization is under fire. Threats from terrorism like the 9/11 attacks, extreme situtations as with the trapped Chilean miners have only distant and modestly applicable lessons in leadership for the average manager, CEO or line worker. So why do we continually turn to these headline grabbing situations for help? The answer lies deep within our own self knowledge that tells us  that unless we face a life and death situation, we are very reticent to change. So how do todays leaders deal with this paradox of learning and change? 

1. STORY. Create your own story with examples from your personal life and from the history of the company. You don’t have to save a life or  endure a life threatening catastrophe, just tell stories about overcoming challenges with determination and heart.
2. CHANGE YOURSELF. Change your own behavior before asking others to change theirs.
3. ALTRUISM. Honor the individual and understand how much you are asking for when you insist on teamwork and making efforts for the organization that may or may not be in the best interests of the individual employee. You are asking for “altruism”, a form of sacrifice, and you are asking for a lot.
4. ANTICIPATE THE CHANGE. So the most difficult task is to be prepared for the change that in retrospect you could have known was coming. How is it possible that groups of randomly chosen people from all walks of life “out predict” and “out perform” the pundits and experts? By using what we call the “Big Brain” of the team, you tap “The Wisdom of the Crowds” (James Surowiecki). In other words just ask your team what they think lies ahead. To learn about crowd wisdom and group decision making check out this TED talk.  go here.