Moments of Greatness

I read a Harvard Business Review article while on the subway today: Moments of Greatness -- Entering the Fundamental State of Leadership. It's written by Robert E. Quinn of the University of Michigan's Ross School of Business -- who suggests that perhaps those great leaders out there are not really great all time -- mostly, they're like us, but every now and again, they have the capacity to enter into that fundamental state, where they truly lead. Quinn's conjecture is that great leaders are truly great because when they do go into that fundamental state, they do so not by emulating anyone, but "instead, they draw on their own fundamental values and capabilities -- operating in a frame of mind that is true to them."

This fundamental state of leadership is one that is temporary. We all spend most of our time in what he labels the normal state -- the state of comfort, where we go with the flow, make compromises and allow ourselves to be led by external forces. We usually find ourselves in the fundamental state when we have no other option left available -- it's usually the state that make great leaders, because it is the state they find themselves in when faced with a crisis. To cope, great leaders leave their comfort zone, and by so doing, set an example for all to follow; inspire greatness; and become themselves, great -- because they did the unthinkable.

To get to the fundamental state, Quinn's doctrine would have us ask ourselves four transformative questions.

1. Am I results centered? "Being comfort centered," says Quinn, "is hypocritical, self-deceptive, and normal." It's the normal state, where we do the things we've always done. Faced with new, challenging problems, doing the same thing may not always work. People already know how to do what has been done before -- great leaders take them somewhere they've never been before. Great leaders focus on results, becoming "proactive, intentional, optimistic, invested, and persistent."
2. Am I internally directed? In the normal state, we tend to be compliant with the norms and avoid conflict. This enables a shift away from being results oriented, to being focused on keeping the political peace. Being focused on getting along causes leaders to lose integrity.
3. Am I other focused? In the normal state, we focus on ourselves. In the fundamental state, we "become more focused on others -- to the collective good in relationships, groups, or organizations."
4. Am I externally open? Being in the normal state is to lock out external stimuli. Being open to external stimuli allows us to be open to learn from outside ourselves, and be aware of the need to change.

The fundamental state is temporary, but Quinn's rote provides leaders with a process to give themselves a kick in the pants when needed. It's a way of pushing you to think outside your comfort zone, and allow your natural talents to take charge. It's a way of treating the need for leadership as a crisis, and I think it just may work ... as long as we remember to think about it, and divorce ourselves from our comfort.