Читать книгу The Five Roles of a Master Herder - Linda Kohanov - Страница 7

Preface

Learning to share power is the challenge of the twenty-first century.

Men and women of diverse educational and economic backgrounds can access information and resources that were unavailable to them a mere decade ago. Today, anyone with a great idea can raise money online, order supplies delivered to the door, and conceive a multi-million-dollar corporation in the corner of a basement or garage.

In our global culture, it’s not only journalists and politicians who disseminate information and share views. People around the world watch dramas as they unfold moment to moment, empathize, and join an international conversation that sometimes changes minds and lives.

As a result, command-and-control forms of leadership are suddenly less relevant — and on their way to becoming impotent and, finally, obsolete.

Still, after five thousand years of hierarchical, conquest-oriented models, it takes time, imagination, and experimentation to change old patterns. Blocks to success arise daily when people lack the sophisticated interpersonal skills to collaborate with coworkers, employees, clients — and family members, for that matter.

But we’re on the right track. In the last twenty years, much has been written about the importance of emotional and social intelligence in the workplace — even in technical fields where geniuses proliferate. One ambitious study, undertaken by UC Berkeley, followed eighty-five PhD candidates in various scientific disciplines over a forty-year period. The results were surprising: High emotional intelligence (EQ) turned out to be four times more important in determining professional success than raw IQ and training.

As Bob Wall, author of Coaching for Emotional Intelligence and Working Relationships likes to say, “IQ and training get you in the arena; EQ helps you win the game.” Just as physical conditioning takes consistency and dedication, emotional fitness doesn’t happen overnight. But there’s another challenge that raises the stakes considerably: We are, as a species, charged with rewriting the playbook for a whole new era of egalitarian sports, and the rules are changing fast.

Glimpse

When I was promoted to a management position in the 1980s, there were no studies to legitimize what are still loosely, sometimes dismissively, referred to as “soft skills.” The term “emotional intelligence” didn’t emerge until 1990. It took another six years for Daniel Goleman to publish his influential book Emotional Intelligence. His equally important titles Primal Leadership (with Richard Boyatzis and Annie McKee) and Social Intelligence: The New Science of Human Relationships weren’t released until 2002 and 2006, respectively. These and other books by authorities in the field have since sold millions of copies. Their popularity is a testament to something significant that went unnamed for far too long.

It’s clear to me now, for instance, that a certain proficiency in emotional and social intelligence won me that first promotion to program director of a Florida public radio station. Three decades later, I asked my station manager, Pat Crawford, why he took a chance on me, a twenty-four-year-old classical music announcer. “You didn’t just get along with your colleagues, you supported them in developing their own talents and taking creative risks,” he told me. “You were out in the community, doing public presentations, making connections. You were constantly stretching yourself, encouraging others to stretch, and expanding awareness of the radio station in the process.”

The backlash I initially endured over that promotion was significant. For the first two months, I ran a gauntlet of skeptical, sometimes-hostile reactions from staff members who tested me every chance they got. It was painful at times, but I became stronger. By standing my ground and refusing to hold grudges, I eventually won over the majority of my staff with an inclination to encourage and empower rather than rein in and ride herd over them. In this respect, our station manager and I were kindred spirits — to a certain extent.

Though Pat preferred to motivate rather than intimidate, he had no qualms about wielding overt authority, unapologetically, if other tactics proved ineffective with certain people. I, on the other hand, avoided anything resembling dominance, in large part because I had seen it so profoundly misused. This occasionally resulted in my supervisor having to step in when my more congenial style wasn’t enough to handle conflicts between coworkers and to get uncooperative employees back on track.

I now recognize Pat’s thoughtful, conservative use of the Dominant role as one of the marks of a mature, well-rounded leader. But it took me years to acknowledge the part this sometimes-dangerous “power tool” plays in the optimal functioning of any organization.

The Elephant in the Room

Over the next twenty years, I worked in nonprofit, corporate, freelance, entrepreneurial, and even therapeutic contexts, sometimes as a manager, sometimes as an employee taking an unofficial leadership role, and sometimes as a collaborator, educator, board member, or consultant. Over time, I began to see a pattern. Brilliant, well-meaning people who were technically accomplished in all kinds of fields had trouble getting along. While most said they felt stifled by traditional hierarchical structures, debilitating conflict all too often ensued when these same professionals were given free rein to question the status quo, experiment, and create something new with others.

While I expected this in highly competitive business and political settings, I was most astonished by the behavior of people in the caring fields. I encountered several experienced psychologists, for instance, who would wreak havoc in innovative situations where there was no officially designated leader. They could only seem to function well when they were either clearly the authority figure or deferring to someone they perceived to be in charge. While their patients loved them, these accomplished therapists simply could not collaborate with peers.

As a result of witnessing all kinds of unproductive behavior in corporate and social service fields, I continually searched for more efficient interpersonal communication tools, and I began teaching these skills to organizations and individual clients. Growing research on emotional intelligence certainly helped. Still, what mystified me the most was power, which was something very few people, myself included initially, were willing — or able — to discuss.

Most professionals avoided the issue, silently enduring the myriad dysfunctional ways that otherwise well-adjusted adults struggled to negotiate their needs and gain influence. Power plays abounded in the most benign situations — sometimes overtly, but more often than not through covert, passive-aggressive moves. It seemed that no one knew how to talk about the unruly bull elephant in the room, let alone teach him how to play nicely with others. Leaders and followers alike instead chose to ignore the musky, slightly pungent smell of that primal presence as they calmly drew their attention to the next point on the agenda of so many more important things to do.

Horse Sense

Using power well is not a soft skill. Even so, it requires a sophisticated integration of leadership and social intelligence to channel potentially explosive forces into a focused and benevolent source of energy. I first experienced this delicate balance through working with horses, not people.

In the winter of 1993, I was living with my husband, musician Steve Roach, in Tucson, Arizona. Steve was away on an extended tour, and I had some extra time on my hands. After attending a few concerts and hiking down any number of cactus-lined paths, I decided to do something different: I took one of the many scenic-trail horse rides advertised around town. The experience was so serene, expansive, and invigorating that I bought my first horse, Nakia, the following weekend.

My intention was to ride into the desert to escape the sometimes-frustrating world of human affairs. Yet my beautiful, willful mare had something else in mind. Nakia, a striking Thoroughbred ex-racehorse, tested me every step of the way. Many of the tactics and strategies I had learned dealing with people didn’t work with her.

Yet a strange thing began to happen. As I became more adept at motivating my horse, focusing her attention, and gaining her respect, relationships at home and work improved. People commented on the change, yet no one could pinpoint what had shifted. The plot thickened as I gained more knowledge about instinctual horse behavior. Based on my observations of how leadership, dominance, and cooperation work together in high-functioning herds, I began to notice nonverbal power dynamics between humans that were reinforcing unproductive patterns. What’s more, techniques I used to gain the trust of unruly stallions worked equally well with difficult people. I suspected that with a little modification, I could even teach these skills to nonequestrians for use at home and work, but developing such a program would take some time.

Over the next eight years, I visited mainstream and therapeutic equestrian centers, interviewed experts in all kinds of related fields, studied a wide variety of riding and training techniques, and experimented with my own growing herd.

In 1997, through the many connections I made during this research, I founded Epona Equestrian Services, a mutually supportive referral service of riding instructors, trainers, body workers, educators, and mental health professionals who were interested in the healing potential of the horse-human bond. Some of the early members were counselors with a therapeutic orientation; others were innovative equestrians who wanted to help horses and riders lead more peaceful and fulfilling lives. I encouraged people to move beyond competitive forms of horsemanship and explore the many benefits of working with these soulful animals for the sheer joy, connection, and personal development benefits I was experiencing through my own close relationships with horses.

My first clients were equestrians dealing with “problem horses.” In boarding, apprenticing, and later teaching at a variety of breeding farms and public stables in the 1990s, I could see that it wasn’t enough for both species to become more physically and mentally balanced. They needed to be emotionally fit and socially aware. As I slowly became more successful at teaching nonaggressive leadership, mutually respectful relationship, and conflict-resolution skills, something profound — yet, from my point of view, predictable — happened to my human students. Their lives at home and work improved as well. And I began to revisit my dream of creating programs for nonequestrians to benefit from learning these same skills in safe, nonriding activities.

It was an exciting time. Still, the pieces needed to explain what people could learn from horses hadn’t fully developed by the late 1990s. There was no widely accepted term for horse-related programs that proposed to teach personal and professional development skills in nontherapeutic settings — modalities that now proliferate under the umbrella of equine-facilitated learning (EFL). Back then, equine-facilitated psychotherapy was just emerging from the field of therapeutic riding, and mainstream equestrians were only beginning to accept the idea that horses were sentient beings with a dignity and wisdom all their own.

So you can imagine how hard it was to explain to people that while I was intrigued and most certainly inspired by the potential of equine-facilitated therapy, I was most interested in partnering with horses to help so-called “well-adjusted” people learn to how to excel in life and work.

Stretching. . .Again

In 2001, my first book, The Tao of Equus, was published, and I was stunned by the response. Suddenly, I was meeting kindred spirits from around North America and across both oceans who wanted to study the techniques my colleagues and I had been developing since the mid-1990s. This sudden burst of international interest made it necessary to streamline these skills and teach them in two-, three-, or four-day workshops because our out-of-town clients wanted to have efficient, concentrated, life-changing experiences they could fit into a long weekend.

It was a tall order. Still, the formats and activities created in the wake of this new demand were an instant success: Participants not only came back for more, they urged us to start a facilitator-training program so that they could take this model back to their own communities. And so our regional collective Epona Equestrian Services became Eponaquest Worldwide.

A whole new set of challenges soon confronted me, however. The business grew fast. In 2005, I signed a contract to write my third book in the midst of leading four-day personal development programs, week-long facilitator trainings, and daylong corporate leadership workshops. At the same time, I was negotiating with an investor and moving to a large historic ranch that we were turning into an equestrian-based conference center. With a host of programs scheduled a year in advance, we had to construct that new facility in the midst of nonstop seminars as I worked on my new manuscript at night.

I invited a group of adventurous horse trainers, counselors, and educators to help with this multidisciplinary project, but it was like building a plane while trying to fly it. There were so many variables, so many areas where experts in different fields had to join forces to create something new. Once again, talented, technically accomplished people had to collaborate with peers in innovative settings, and it wasn’t always pretty. This time, we had enough information on emotional and social intelligence to benefit in certain areas. Still, some essential piece remained hidden — and frustratingly, painfully, unspoken.

Over the next four years, I stretched in all sorts of contorted ways, feeling not so much inspired as kneaded, parboiled, and thoroughly baked by some mad chef trying to create new recipes from the same list of ingredients. My fourth book, The Power of the Herd: A Nonpredatory Approach to Social Intelligence, Leadership, and Innovation, grew out of the tools my colleagues and I developed as a result of stewing in that cauldron of advanced experiential learning.

In this effort, the horses were key. Because what we ultimately needed was an understanding of something long forgotten, something our ancestors had dropped beside the dusty road to civilization. Our four-legged colleagues were the only ones who knew the way back.

Unexpected Wisdom

The Power of the Herd featured some of the principles that foreshadowed this discovery. In the six months between submitting the final manuscript and its hardcover publication, I developed what I eventually called “the Five Roles of a Master Herder,” and I experimented with its effectiveness on clients and staff. This became the most popular feature of presentations and workshops I offered during my US and European tours supporting the book. In collaboration with my colleague Juli Lynch, PhD, I also created a self-assessment to help clients evaluate which roles they showed proficiency or talent in and which roles they were avoiding or abdicating. (See the Master Herder Professional Assessment, page 207.)

In doing research for The Power of the Herd, I found that for thousands of years, “Master Herders” in nomadic pastoral cultures had developed a multifaceted, socially intelligent form of leadership that combined five roles, which I call the Dominant, the Leader, the Nurturer/Companion, the Sentinel, and the Predator. This fluid vocabulary of interventions allowed Master Herders to move interspecies communities across vast landscapes, dealing with predators and changing climates and protecting and nurturing the herd while keeping these massive, gregarious, sometimes-aggressive animals together — without the benefit of fences and with very little reliance on restraints.

And I realized, at the dawn of the twenty-first century, this same nuanced approach to leadership and social organization must be resurrected if we hope to motivate modern tribes of empowered, mobile, innovative, and adaptable people to support one another through the inevitable droughts and doubts of life as we move ever more faithfully and confidently toward the greener pastures of humanity’s own untapped potential.

The Challenge

Employing these roles, consciously and fluidly, might seem like an overwhelming task at first glance, but I promise you, they’re easy to recognize, even among citified humans. The average adult is already good at wielding more than one. But the idea of individuals developing and balancing all five of these roles for the good of one’s family, business, and ever-widening local — and global — community promises something even more ambitious: a leap in the social evolution of humanity itself, helping large numbers of people to become empowered, fully actualized adults.

In this effort, we must consciously harness wisdom that nature has been promoting for millennia. In our sedentary culture, few people — even accomplished equestrians — realize that in herds of freely roaming herbivores, the Leader and the Dominant animals are often two different individuals, that they perform specific functions essential to the group’s well-being, and that the other three roles also contribute to the healthy functioning of the social system — even when humans are not involved.

Still, most animals, Homo sapiens included, are drawn toward a couple of roles, while ignoring, avoiding, or outright rejecting the others. This tendency not only keeps everyone in a state of arrested development; it has a tendency to wreak havoc in challenging situations — unless the herd or tribe is managed by an exceptional leader who, like a Master Herder in a traditional pastoral culture, is capable of employing the various roles as tools, rather than identifying with only one or two.

The simple, eternally irritating truth of the matter is that each role has a shadow side that results in dysfunctional behavior when it is overemphasized. We’re well aware, for instance, that people who cling to the role of Dominant or the role of Predator can become highly destructive in businesses, in families, and most certainly in politics. Your average dictator takes it one step further, combining the roles of Dominant and Predator and enslaving and victimizing people in order to thrive at their expense. But many people don’t realize that these two roles are useful, necessary in fact, when separated and employed sparingly, for very specific purposes, by people who are well-versed in nonpredatory forms of power: people who know when and how to employ all five roles for the good of the tribe. For many people, it’s also counterintuitive, yet ultimately enlightening, to realize that even the Nurturer/Companion role can have toxic effects in organizations and families when this function is overemphasized in an individual.

Still, it’s important to emphasize that I gained proficiency in this model by working with herds of empowered horses for over a decade before I could codify and describe these skills, let alone use them consciously with humans. Saying that I invented the Five Roles of a Master Herder is therefore like saying Columbus discovered America. Numerous cultures were thriving in the New World long before this wily Spaniard washed up on shore thinking he had found a more convenient route to India. Similarly, the information I’m offering is actually very old, so old, in fact, that pastoral tribes throughout the world left this earthy wisdom behind whenever they, either by choice or force, traded nomadic freedom for sedentary security.

But one night, deep in the heart of the Arizona outback, I realized that my own horses had been silently tutoring me in these ancient ways for years, counting on me to reclaim this wisdom and use it fluidly — if only, at first, to save their lives.