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KIP AOKI / KAOKI@STARBULLETIN.COM The search for excellence can take one of two general paths. Leading to points unknown
By Irwin Rubin
The first is to do everything possible to perfect and refine an already known process or tool. Like an Olympic athlete who strives in every way possible to reduce his performance time by hundredths of seconds, the objective is to beat the competition by following an already well-beaten path and doing it better.
The second strategy involves leaving the beaten path altogether. Its objective is to gain an edge on the competition by creating a new product or service before someone else does.
The critical distinction between these two paths in terms of their impact on leadership can be understood by reflecting back to the challenges Columbus faced in 1492.
In the early part of his voyage to the New Land, his leadership skills were primarily those of a map-reader; the seas he journeyed upon had already been charted. However, Columbus soon came to the point where the navigators who had come before him had chosen to turn back in the face of uncertainty and ambiguity. There were no beaten paths, no charts. From then on, Columbus's leadership relied on his ability to be a mapmaker.
One of the things he did was to place a trusted man at the ship's bow. At the same time that this man was on the lookout for unknown reefs, he would take frequent depth soundings and call them back to the bridge. Using this constant stream of communication, Columbus was able to create a new map, one that others would eventually follow as they beat their own path to the New Lands.
During periods of intense uncertainty, it's often been my experience to witness that leaders will bury themselves in the "safety" of their offices.
Why do they do this? Well, who among us relishes the looks and stares that mapmakers get from their fearful crews who aren't sure where their leaders are taking them? Particularly when the most honest answer they could give might be "No, I'm not sure exactly where we're going, but I have faith we're on the right track. If we stay focused, keep supporting each other and do not waste our energies in rebellion we will come through this even stronger."
There's an old Sufi saying that captures the essence of this leadership challenge well: "I never taught anyone archery who at some point did not aim their arrows at my back."
In other words, organization leaders who seek to leave the beaten path in order to find a "new land" of truly innovative solutions and products, must be prepared to cope with considerable emotional turmoil from their crews. And any such a leader must possess a unique set of communication skills to ensure that this turmoil -- which is entirely natural -- doesn't erupt into a full-blown mutiny. Because in organizations, as on ships, the first people to jump to seek other jobs are the strongest swimmers. It's guaranteed that if you allow your competition to steal away your best people, you cannot beat them.
Especially in times of uncertainty, it's imperative that leaders evolve from being map-readers to map-makers and this can be done using learnable skills.
But true vision also requires that leaders must reach deep inside themselves for two qualities no amount of training can give -- courage and faith.
Irwin Rubin is a Honolulu-based author president of Temenos Inc. His column appears monthly in the Honolulu Star-Bulletin. Reach him at temenos@lava.net or visit www.temenosinc.com.
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