“Moreover, Lincoln possessed an uncanny understanding of his shifting moods, a profound self-awareness that enabled him to find constructive ways to alleviate sadness and stress. Indeed, when he is compared with his colleagues, it is clear that he possessed the most even-tempered disposition of them all.”
― Doris Kearns Goodwin, in her superb biography Team of Rivals: The Political Genius of Abraham Lincoln
If a leader is going to maximize the “R” in the REELAX Leadership model (“recruit / retain the best talent possible), it will require that leader to have an uncanny understanding of their shifting moods and a profound self-awareness that enables them to find constructive ways to alleviate stress. By the way, if you’ve not read Kearns-Goodwin’s book — take a couple days off and do it — you’ll be glad you did.
Why? Because when we focus on recruiting and retaining the best talent, stress is one of the byproducts we’re seeking. We want to stress the system, the organization, the team, in order to find out where the best opportunities for growth are. We want to stress the status quo to where meaningful change is the outcome. That means we’re going to have to be open to creating our own “Team of Rivals,” and to focus on the Four D’s of Talent; Discord, Dissonance, Debate and Decision.
Discord: It might seem counter-intuitive to suggest that we should recruit specifically with discord in mind. Dictionary.com defines discord as a “disagreement; a difference of opinion” and as a “lack of harmony between persons.” But when we consider that group-think is killing many companies and some industries, seeking this type of discord will be foundational to making a difference. If everyone is thinking alike, someone is not thinking, or so the saying goes. Consciously seeking people who will bring some discord to the conversation is a sign of a Lincoln-like leader.
Dissonance: Managed correctly, constructive discord creates clear dissonance. Dissonance (an “unresolved, discordant interval” or “incongruity”) becomes the by-product of bringing those discordant minds to the table. Musically speaking, dissonance is defined as “inharmonious or harsh sound.” If our intent is to make a difference, this very inharmonious sound is where the magic can happen, if we’re getting there — and beyond there — intentionally.
Debate: Now, Lord knows I’m not suggesting the kind of “debate” we see on TV, where a bunch of people attack others’ positions or character. The kind of debate that leverages intentional discord and dissonance is the kind we’re seeking. Debate among a team of leaders should focus on the ideas, the opportunities, the “what if’s” and the “why nots.” Of course the risks and consequences should also be debated, just not at the expense of getting the most out of the different minds and approaches we’ve intentionally brought to bear to grow our business.
Decision: As leaders, we must choose talent that can, and will, decide. Where Lincoln’s uncanny understanding and constructive disposition glued his team of rivals together was when it came time to decide. Much is said about making sure “the” decision is taken forward as “our” decision, and it is rightly so. If the talent in our team isn’t able to decide, together, and then execute together after constructively navigating the first three “D’s”, either we’re the wrong leader or we’ve chosen the wrong team members.
The Four D’s of Talent model is one solid way to assess the quality and compatibility of the team we’ve assembled.
Leave a Reply