Thunderstorms over the Amazon River Basin from the cockpit of a B747-400F (2010)
Hello readers and welcome to the last entry for Leadership Communication class!
We were assigned chapter 12 in Denning’s book (2011) regarding the ways various dimensions of leadership are impacted by narrative and storytelling. Through the chapter, Mr. Denning discussed 11 dimensions of leadership. Leadership that participates, leadership that connects, leadership that is like conversation, leadership that is possible, leadership that fits the modern need, leadership that is not for everyone, leadership that is relatively free of ego, leadership that is like judo, leadership that has feeling, leadership that avoids ‘Apollo run amok’, and leadership that includes beauty were all presented and examined (Denning, 2011, p. 277-289).
I found Denning’s commentary about each dimension to be appropriate and applicable to the overall message he was attempting to communicate with the book. I also appreciated Mr. Denning’s technique of comparing the leadership styles of those who do not practice narrative communication as they lead (or attempt to do so). Of the 11 dimensions noted, I found that most resounded with me, as I have seen what leadership that runs opposite of the dimensions is like as a place to operate.
A quote that I found especially meaningful was, “Narrative thus has one final contribution to make: restoring beauty to the workplace. With a well-turned phrase, an elegant telling, a story creates the shapeliness of the beginning, middle, ending” (Denning, 2011, p. 288). My workplace is dreary. The area of the world in which I reside is known for being dreary a majority of the year. Finding beauty in narrative about the achievements, accomplishments, and possibilities of what could be would be a tool of unparalleled usefulness. I will practice leadership that includes beauty.
I also recognized the dimensions of ‘Apollo run amok’ and leadership that fits the modern need. The need for both of those dimensions was evident at my last two employers. Both were very large companies with high-risk business models. Lives were literally at stake every day. Denning brought up about bigness providing clout while at the same time limiting agility and responsiveness when discussing the modern need of leadership (2011, p. 278). He mentions the order of the Greek God, Apollo and how the need for order grows as the company grows in size. I will continue to practice interactive leadership to combat the limits of Apollonian structure run amok. I will maintain relationships throughout the levels of the organization and strive to communicate narratives that will allow all levels to see how they impact the capabilities of the organization.
The fact that narrative leadership is not for everyone has been made apparent to me. I will continue to embrace that fact. Time and again, I have experienced the repercussions of leading the way I do. Others have been unable to deal with the truth I communicate, the fact that I treat coworkers with respect and that I am willing to communicate the expectations, dreams and goals I have for the team and myself. That’s ok. I used to lose a lot of sleep worrying that not everyone liked me or what I was doing. I have grown to realize that I only need to worry about the people who are aligned with the goals of the team and organization. The rest will take care of themselves, one way or another. I can communicate the needs, operation, and future of the group and that may not work for leaders or followers of different styles.
To that end, I will also continue to practice leadership that is like judo. This skill is also hard-earned. “When you take on the role of the interactive leader, aware of who you are, confident of your values, assured of the soundness of your mission, and competent to communicate it through a story, you will acquire supporters. But you will become an immediate threat to the powers that be, the forces that support the status quo” (Denning, 2011, p.281). I was asked to build a new team. I was told to ‘craft my destiny’. I set out to build my vision of excellence and to craft that destiny. Once the team was actually built and running, my former supervisor worked diligently to place multiple landmines in my path. The strength of the team I had been privileged to create ended up garnering attention from levels much higher up in the organization. The team, my direct reports, and I all grew stronger from our experiences. The pride of being able to demonstrate competency and a resolute practice of ‘taking the high road’ served to build an even stronger ethos and trust across the organization. Rolling with the body blows, insults, and outright assaults are skills that I will continue to nurture and pass along to those I am allowed to lead.
As I read through Denning’s book (2011), what I realized what that he was describing tools I wanted to ensure I had at my disposal as a leader. The dimensions he delineated in chapter 12 are a great summation of applying the tools. Am I bold enough to say I will master all of these techniques? No. I am bold enough to say that I will attempt to apply these tools in my everyday life so that I have a hope of being the leader my colleagues expect me to be.
I hope to be a capable servant leader someday. I get a huge amount of satisfaction from seeing those around me succeed and grow. Developing the capability to communicate better through narrative is a cornerstone to achieving that goal. I have lived under leaders that are unable to allow others to grow, who are hampered in their ability to communicate, and who are sadly out of place. I feel it is an honor to have the chance to learn about ways to communicate in ways that reach across boundaries. I feel it is a duty to take those skills and apply them to help others succeed. That is the impetus for why I am in this program and what will power me onward.
See you next term and thanks for following along!
Denning, S. (2011). The Leader's Guide to Story Telling - Mastering the Art and Discipline of Business Narrative. San Francisco, CA, Josey-Bass.
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