Letting Go: A Leadership Lesson in Whitewater Kayaking

by Derek Olsen

A couple of weeks ago I was floating downriver in an open kayak, when suddenly I was rolled over and dumped into the water. Although I remembered to float feet-first on my back, I'm inexperienced swimming in rapids and I wanted to get quickly back into the kayak.  


My first instinct was to try to stand up in the river -- a painful mistake. Because I was clenching my double-blade paddle with one hand, I had only one arm with which to swim for the kayak, which was getting further away. The paddle caught the current and pulled me under, but I held on tight. If I let go, I reasoned, I wouldn't be able to steer the kayak once back in it. (Plus, I didn't want to buy a new paddle.)  


Finally, I knew that I wasn't getting back into the kayak, and I wanted out of the river. I needed both my arms free to swim to shore, so I had to let go of the paddle.

We use Otto Scharmer's Theory U model in our work with leaders to expand their capacity for withstanding unpredictability and uncertainty, and to help them let go of the desire to control. Letting go -- of control, of agendas, of the past, of preconceived answers -- is central to the model. Letting go of fear, judgment, and cynicism is a doorway to letting the truest answers emerge from pure presence.


My fear of being in the water drove my futile attempt to get quickly back into the kayak. If I had chosen to relax and stay calm, I could've simply floated along and enjoyed the ride until the current carried me past the rapids. 


Change can be like the current in the river. It knocks us down and drags us under if we try to stand in one place, but if we're willing to ride through the chaos there will be calm again on the other side. Like my trusty paddle, we hang onto things long past their usefulness. 


The solution for me was to let go and stop struggling. I later recovered the kayak in a calm spot downriver.

The Sweet Fruits of Retreat

by Jan Shannon

I practice taking time away once a year for a solo retreat. Often, this takes the form of backpacking in the wilderness or primitive camping in a forgotten spot. This year I decided to try something different.

Instead of "roughing it" and having a specific agenda to accomplish, such as books to read or questions to reflect upon--which sometimes leaves me feeling even more tired and overwhelmed than when I started--I chose to take myself to a beautiful, serene, small retreat center where I would be the only guest for four days. The innkeeper prepared fresh, healthy, and delicious organic meals with no sugar, no dairy and no wheat. (She does such an amazing job with this, you would never know those ingredients had been left out.) The massage therapist came to me with hot stones and fragrant oils. My coach facilitated a transformative coaching session over Skype. The dog and the chickens offered entertainment and play.

And the rest of the time? Mostly I spent it simply watching the lake, the trees, the birds and the beaver; dozing in the sun; walking barefoot in the grass or dipping my toes in the water; and noticing in each moment what I most wanted to do, then doing that. I was not productive. I did not accomplish anything. I did not work, make a contribution, think great thoughts, or make plans.

This could sound like an indulgence, a luxury, even a fantasy. Actually, I was working on my leadership.

I came away from this particular retreat completely restored, clear-headed, inspired, energized, and ready to return to work. Somehow I knew I could sustain the effects of the retreat for some time--and I have. Mostly what I gained was four full days of practice at being present in the moment. And that has stayed with me, and has continued to provide energy and inspiration and creativity each day since. I have more than made up for the time I took away by contributing from a full cup instead of an empty one.

It has made all the difference.

Leadership in the New Millennium-Written By Dede Henley

This past week, I gave a speech called as a guest speaker for Toastmasters.  It was called, “Leadership in the New Millennium.” What I pointed to are the new skills and capacities leaders will need in the years to come as the Millennials enter the workforce and move into positions of influence.  First, we must be willing to learn a bit about them.

The Millennial Generation was born between 1977 and 1998.  This means they are between the ages of 13 and 34 right now.  The 75 million members of this generation are being raised at the most child-centric time in our history.  Because they’ve gotten much attention from parents, teachers and coaches with high expectations, they can display self-confidence almost to the point of seeming cocky.  They are technically literate, as you might imagine, having cut their teeth on computers, the Internet and PDA’s.  Millennials are team-oriented, banding together to date and socialize rather than pairing off.  They are good multi-taskers, having juggled sports, school and social interests as children. Many of the Millennials have had “peer” relationships with their parents, so, in the workplace, they expect to have a relationship with those in power. 

Our challenge as leaders is to understand and meet the needs of this new generation.  Knowing what makes people “tick” allows leaders to call forth the highest and best from each and every employee, supervisor and manager.

Here are five tips that may help with the Millennial generation:

1.    Provide lots of challenges and the structure to back it up.  Break goals down into steps and offer necessary resources and information needed to meet the challenge. 

2.    Mentor the Millennials in groups, as they are comfortable in this setting.

3.    Make the workplace fun.  In truth, no one really enjoys drudgery, no matter what generation they come from!  Check out “Ideo” – a Silicon Valley based design firm – they seem to have figured out “fun” at work.

4.    Provide opportunities for growth and development.  Create stretch goals and support Millennials through failures or setbacks. 

5.    Support balance lives. This generation won’t have it be all about work.  They will demand time with family, time to recreate, and time to work.  Do what you can to create flexible working schedules that allow for a life.

Above all, as a leader, keep learning.  This is the antidote for becoming outdated and irrelevant.  Here’s to the next generation!