Yesterday I was giving a webinar and talking about some core Art of Hosting practices. We spent a while covering the four fold practice and then looked at the way in which various archetypal organizational paradigms play out in different organizational settings. I was trying to emphasize the idea of “practice” so that the participants would know that there is no right way of doing this work but rather the work itself is engaging in a constant practice, a constant searching for mastery.
Towards the end of the call a participant reflected that all of this was rather too much to take in all at once. She wondered aloud how she would be able to implement it all.
This is a common problem with learning, I find. Somewhere along the line many people imagine that being in a learning situation – a class, a course, a webinar or so on – means that they will receive a direct transfer of skill which they can then go and apply. While there are some kinds of learning that work like this, most learning, especially as it applies to leadership or facilitation is rather an invitation to practice, meaning that you begin and develop a competence over your craft in application.
So how to begin?
The advice I gave our participant yesterday was to begin by noticing first of all. Take two weeks and notice where the four fold practice appears in your own life, what you do unconsciously to become present, to participate in conversation, to host space and to co-create. Make a list of places whee you do this and notice how you do this. Raise your own natural practice to the level of conscious practice so that you can use that as a basis to extend it in new ways.
Beginning a learning journey helps to set a learning cycle into practice. It starts with noticing, with acting and then with reflecting before repeating again. I sometimes think that beyond any particular skill that can be learned, the skill of active reflective learning is perhaps the most important. It is how we create a learning journey for ourselves that has the possibility of taking us to mastery.
My friend Ginny Belden-Charles told me a great story today. She was working in Detroit on some community development issues with a number of activists and others. Their focus was on empowering community development and social action and creating the kinds of citizen based responses that Detroit needs, and she was invited to come and host a circle.
When Ginny arrived in her circle of folks, she was amazed at the presence of the famous revolutionary activist Grace Lee Boggs. Grace Lee Boggs is an institution in social activist circles and at 96 years old, with 70 years of practice under her bel, she is an elder in the world of social activism, and is dedicated to the long waves of social change.
Ginny reported on how in awe she was of being able to sit in a circle with this important persona and how she was looking forward to learning some of her wisdom. So when she asked Grace to begin the circle, she was eager to hear what this Elder might say.
To Ginny’s surprise, Grace turned to Ginny and said: “So why don’t you tell us tell us your story…what have you learned?”
I think you must get awfully smart by engaging in that strategy for 96 years.
This is an estuary. It is the place where a river goes to die. Everything the river has ever been and everything it has carried within it, is deposited at it’s mouth where the flow slows down and the water merges with the ocean. These are places of incredible calm and richness, but they lack the exciting flow of the torrents and waterfalls and cascades of the upper river system.
Yesterday I was speaking with a client who worried that an initiative we had begun together was heading towards the estuary of action – a long term visioning processes where lots of things are said and very little is done. “We’ve done that before,” she said. Nobody likes that. I wracked my brain to see where it was that I had led this group to believe that this is what we were doing. We had done a World Cafe to check into some possibilities for the organization and we had done a short Open Space to initiatie some experimental actions. We had learned a little about the organization from these two gatherings, and we were, at least in my mind, fully entered into a participatory action learning cycle, working with emergent ideas, within several well established constraints. I was surprised to hear the fear spoken that what we were doing was “visioning.”
Then I realized that what we were dealing with was an entrained pattern. People within this organization associated dialogue with visioning, and the results of dialogue with a mass of post-it notes and flip charts that never get typed up, and action that never comes of it. Likewise, it turns out that the associated planning with a process that begins with a vision, and then costs out a plan and takes that plan to a decision making body which then rules on whether the project can proceed, by allocating resources. Both of these views are old thinking, rigid patterns that lock participants in a linear view of action that looks like this:
The truth is that I had been viewing the process as an action learning cycle:


So now that we are a little clearer on this, there was a distinct relaxation among the group. We are heading into some uncharted territory and it is too early to nail down concrete plans about what to do and likewise simply visioning doesn’t take us anywhere either. Instead, we are harvesting some of the rich sense of community that exists, opening some space for a little leadership, inviting passion and responsibility and making small starts, The small starts are confirming some of what we suspected about how the organization works, which is good news, because we are developing a pattern of action together that will help us all as we move forward to do bigger things with more extensive resource implications. This is the proper role of vision and planning in emergent and participatory processes – gentle, developmental, reflective and active.
I am probably never going to write a book. I learn too fast for that, and my learning is so rapid that a blog has become the best possible platform for that learning.
For a while thought, I have kept a set of writings apart from this blog, titled “A Collection of Life’s Lessons.” I’ve just spent the morning updating that list, and if you’d like to read the book that I’ll never write, go on over to that page and start reading about everything I’ve learned in 43 years, and all the best stuff I have documented in 10 years of blogging.
This fall I have been really lucky to study and work alongside Alissa Schwartz in New York and Wendy Morris in Minneapolis. Both of these women are actors and performance artists, and in my working with them I have become cracked wide open to the reality of leadership and ACTION as performance, best trained through understanding the relationship of the inner body to the outer, the presence of the individual in relation to the collective and relational field.
Since connecting with the Applied Improvisational Network and working with colleagues Viv McWaters, Johnnie Moore and Geoff Brown, I have been learning more and more about the kind of play that goes on in leadership. And I have recently been touched by the work of David Diamond at Headlines Theatre in a number of ways. This inquiry has led me into a much more embodied practice.
So I’m now thinking about everything I know about leadership, and have concluded that the traditional distinction between leadership and management is less about doing vs. being and more about technique vs. improv. On the technical side, management is about deploying resources and structuring relations using tools and processes. But on the improvisational side, leadership is about making and accepting offers, responding to context resourcefully, exploring the ligature of relationship and supporting engagement.
Is there anything about leadership that cannot be taught with a little theatre training? Actor training is not about creating a character that is not you. It is rather about connecting with your deepest self, and your lived experience to be the authentic character that you need to be. Improv is about relaxing everything you thought you knew about what is going on and being open to new sources of resilience and resourcefulness.
So how is that for a provocative proposition? It is a big learning edge for me and will be for my clients as well, but I can’t think of a better way to learn about and discover our inherent leadership capacities and the edges of our own learning and development, especially in a world where certainty is at a premium, and power constrains action with pre-determined process at every turn.
Improvise, respond, concretize, perform.