Leading with Soul

An Uncommon Journey of Spirit

Lee G. Bolman, Terrence E. Deal

• Publisher: Jossey-Bass
• Year: 2011
• Print ISBN: 9780470619001
• eBook ISBN: 9781118067536
• Edition: 3
• Topic: Business
• Subtopic: Leadership
• Index: Business

A new edition of the bestselling book on finding one's personal path to leadership

Leading with Soul has inspired thousands of readers since its publication more than a decade ago. Far ahead of its time, the book illuminated the deeply personal journey to leadership. Now, in this new and revised edition, the authors update a timeless spiritual message in the light of the turmoil of recent years? including recession, the spread of global terrorism, and ethics scandals? as well as new insights from the literature of spirituality and work.

• Bolman and Deal are the co-authors of the bestselling book Reframing Organizations, now in its 4th edition
• Explores in greater depth the concepts of love, power, and significance as relates to leadership

This completely revised story of an executive and his quest for deeper meaning continues to point the way to a more fulfilling work experience.

Gifts

CHAPTER 7

Gifts of Leadership

Late November. Gloomy sky. Chilling rain. As he trudged up the path, he could see her watching him through the window. His pace was brisk. His face told another story. Frustration. Gloom. Something unfinished.

After brief pleasantries, she got to the point. You’re discouraged?

Not exactly. Ups and downs. Sometimes I’m soaring. Like a great adventure. Mistakes don’t drag me down so much. You were right. Prayer helps.

You’re finding heartsongs.

Particularly from Gwen.

Tell me about her.

Like you, she’s a gift. You’ve both given me hope. I’ve asked Gwen to marry me.

Has she agreed?

Not yet. She’s more patient than I am. Better at taking a long view.

You need someone like that.

She’s got me going to church. On alternate Sundays. I’d been away too long. I’d forgotten the power. The prayers. The music. The liturgy. The feeling of community.

What about the other Sundays?

We take walks around the lake. We talk. We listen to the wind in the trees. Lunch in the same meadow each time. If you look, you find reverence in nature.

She nodded. Emily Dickinson wrote that some kept the Sabbath at church but she kept it at home, with a bobolink for a chorister and an orchard for a dome.

I should read Dickinson, he replied. Might impress Gwen. She loves female poets.

He scanned the room. Suddenly it hit him.

No photos, he said.

What?

No photos. First time I came, I felt something was missing. Beautiful art. But no friends. No family. No people.

He thought he saw something different in her eyes. Turmoil? Sadness? Then it was gone.

The art is enough, she said.

Was she telling the truth? Hiding something? Was he being too intrusive? Avoiding his own struggles?

She moved on, ignoring his unstated question. You were saying mistakes don’t bother you as much.

She was changing the subject. But why? He decided to let it go.

Not as much. I’m clearer about what’s important. But it’s hard to express.

Why?

When I mention spirit, other people look at me like I’m an alien.

Everyone?

Not Gwen. She understands. So do some friends. No one at work.

What happens there?

I’m the boss. They’re careful. I can feel it. See it in their eyes. I’ve been trying to drum up support for a weekly “spirit breakfast.” Right now, I’m not sure anyone would come.

You’re trying to lead, but no one’s following.

Like a band leader who turned left at a fork. The rest of the band turned right.

Steve, you’re discovering one of life’s most precious gifts. You lead with soul by giving it to others.

I know how to give direction—but not spirit.

What if I had directed you to seek your soul?

He paused. I’d have left. I wanted to anyway. Maybe it’s the same with people in my organization. Sharing spirit sounds good. But how?

With gifts.

Gifts?

You said Gwen is a gift.

Right—but I’m not about to offer Gwen to my co-workers.

She laughed. Of course not. I’m talking about what Gwen has added to your life.

Hope. Love.

Maria nodded. Look at any of the great spiritual traditions. You find two moral precepts at the core. Compassion and justice. Are they at the heart of your business?

I doubt it.

You make them so through your gifts.

What kind of gifts?

Ultimately you have to discover your own gifts.

Have you found yours?

I’ve found four so far. I see them emerging from two basic dualities: yin and yang, matter and spirit.

He was puzzled. Dualities?

Opposites that make each other possible.

What was she talking about? Like without pain there is no joy? he asked.

That’s it. Opposites in harmony. The four gifts provide balance.

My organization could use some balance.

From yin, the female principle, caring and compassion—the gift of love. From yang, the male principle, initiative and influence—the gift of power. From matter, the pragmatic world, accomplishment and craftsmanship—the gift of authorship.

And the fourth?

Later. When you’re ready.

He felt a surge of anger. Come on! Was he a child? He didn’t need to be spoon-fed.

She sensed his anger. Impatience only slows your journey.

She’s been right before, he told himself. Tell me about authorship.

It’s the feeling of putting your own signature on your work. It’s the sheer joy of creating something of lasting value. The reward of adding something special to our world.

I’ve been working on that with our World-Class Quality program. Getting our people focused on excellence. Producing something they can be proud of.

Are you happy with the results?

Not really. The harder I push, the more they seem to push back.

You see the paradox?

Maybe I should, he said, but no.

You hope they will become what they are not. You’re trying to get them to embrace something you don’t think they want.

I’m trying to motivate them to do their best. Isn’t that leadership?

Do you motivate a rosebush to blossom? Impel your children to grow? When you try to push from the outside instead of encouraging what’s inside, you get in the way.

He felt the blood rise to his face. His throat tightened. His voice rose. Didn’t you just say to give people authorship? That’s exactly what I’m trying to do! How else am I supposed to motivate them to set higher standards?

Why do Zen masters teach that if you meet the Buddha on the road, kill him?

You’ve asked that question before.

Yes.

You think I didn’t get it the first time?

Yes.

What was she trying to tell him? He looked down at the floor. He struggled to find a connection. Finally it came. Answers aren’t outside. They’re inside. Same for motives. I keep asking you when I should be asking myself.

He glanced out the window. The weather is lousy, he said. Still, a good time for a walk.

He started down the steps. Still raining. Cold. Windy. Should he turn around? No, he’d feel foolish. And he wanted time to himself. He closed his raincoat and plunged forward.

CHAPTER 8

Authorship

He cut the walk short. Too cold.

She handed him a drink. Here. Something to take the chill off.

The fourth gift—coffee, he replied.

She laughed. He sipped the dark brew. No cranes. Just a simple beige mug.

You were right.

About what?

Shipping my question back to me. I wanted you to do my work. You wouldn’t. I had to paint my own canvas.

How did it turn out?

I realized I was doing to you what people at work do to me.

What’s that?

Upward delegation. Dumping stuff in my lap.

Why do they do it?

Collusion. I love being the guy who solves the tough problems. They know I love it and give me what I want.

It’s a great way to stay busy.

Swamped. With everyone else’s work. They’re off the hook. Protected from mistakes. And from learning. Meanwhile, I never have time for the big picture.

It’s the leader’s curse.

What curse?

Rugged individualism. Think of all those movie heroes. John Wayne. Clint Eastwood. Spiderman, Iron Man, and all the other superheroes. The leader saves the day while the townspeople cower in the background. It’s a message we’ve all heard many times: If you have a problem, hope for a hero to rescue you.

But then blame the hero if things don’t work out, he replied. If things go bad, it’s not our fault. It’s the leader’s job to solve our problems.

It’s sometimes different in China and Japan, she said. There, it’s the group’s job to solve the leader’s problems.

I was thinking about BP’s oil spill on my walk. The CEO got out front, promised more than he could deliver, and got hammered. So he was pushed off-stage, and they put more emphasis on the people closer to the action.

That reminds me of a story I read about two oil company executives. Both had the same problem—a fire in a refinery. One executive got a call at home. Rushed i...

Table of contents

• Cover
• Title page
• Copyright page
• Dedication
• Prelude
• The Search
• Conviction
• Gifts
• Sharing
• A New Life
• Postlude
• RECOMMENDED READINGS
• ACKNOWLEDGMENTS
• THE AUTHORS
• WRITE TO THE AUTHORS
• This page constitutes a continuation of the copyright page