Leading Teams, Learning to Swim

I recall learning to swim as a kid. Actually, what I remember is the very first lesson. The swim coach instructed our small group of five and six-year-olds to walk to the edge of the diving board and jump. Just like that, one by one, we did. Nobody drowned, (nobody went home dry either,) and everyone learned to swim. 

All these years later, I think back on that first task of the first lesson and am convinced that coach Strauss may have been on to something. To teach the technique of swimming, he needed our trust. Earning our trust meant empowering us with courage in the face of uncertainty. By taking the jump, we would be better prepared, more adaptable, more open to experiencing the wonders of swimming. In many ways, he was nurturing attributes of resiliency. 

The coaching and development of leadership has always been about nurturing attributes responsive to and effective relevant to a given context. Today, predictability has become a rarity, uncertainty a prevailing condition compounded by ever-increasing social, economic, and political complexities. Leading teams in the face of uncertainty demands a new paradigm of thinking. In “Team of Teams – New Rules of Engagement for a Complex World” retired General Stanley McChrystal speaks to the burgeoning field of “resilience thinking” as an alternative to traditional reductionist approaches to management that seek to optimize predictable variables for efficiency and predictable outcomes. “In a resilience paradigm, managers accept the reality that they will inevitably confront unpredicted threats; rather than erecting strong, specialized defenses, they create systems that aim to roll with the punches, or even benefit from them.” 

Leading teams, organizations, and communities in a complex world is a challenge common across the public and private sectors. From Main Street to Wall Street, from City Council to Congress, resiliency thinking deserves, even demands, a seat at our leadership tables. 

Here we are in the middle of…let’s just say, “a 2020”, and it feels a little de ja vu to that first swim lesson. The metaphorical references are endless. Jumping off the deep end, coming up for air, treading water, turning for another lap. Every day calling for a stroke of confidence, a breath of self-reflection, and deep dive for courage to keep swimming in spite of tomorrow’s uncertainty. In fact, because of it. 

Let’s face it, none of us get a pass on this one. We have to jump. We’ll do it knowing a heightened self-awareness, confidence, and courage will come of it. We’ll nurture those attributes required of our teams and our community. We’ll grow and evolve as leaders of a different, better, and more resilient community. 

The Chamber plays a vital role in developing leadership attributes, awareness, and confidence. I expect resiliency thinking to emerge within our trainings, both organically and purposefully. Two years ago, we doubled down on this commitment, reimagined our leadership development programming and level-upped our internal training for staff and board members. Our programs are designed to empower and prepare individuals for leadership roles throughout the community. 

We know that diversity of talent is fundamental to our mission, and optimizing the talent derived from diverse views, experiences, professions, skills, education, gender, age, ethnicity, and background ensures our greater economic opportunity and quality of life. The pursuit of excellence demands a purposeful commitment to continuous assessment and improvement. A highly intentional feedback loop that engages employers, employees, chamber member volunteers, and staff in designing content that is relevant has been a gold-star achievement.

I’m incredibly proud of this work we are doing, much of it taking place behind the scenes in spontaneous and magical moments between highly gifted individuals, all connected through the Chamber community with resiliency our common bond. 

Enjoy this issue of The Bottom Line focused on our leadership and workforce development initiatives and stories from our members. If you’d like to get involved, or go for a quick dip before diving in, I’d invite you to take a look at the Chamber’s strategic plan, a visual map of our why and how, and a high level view of our goals: HERE