After reading the first three parts of Leading at the Edge, I was reminded of a certain Japanese phrase, "臨機応変 （りんきおうへん）". It's used when someone or an organization knows how to react and take measures during certain situations that require important decision making. Reading about the importance of "finding a new mark" really got me thinking about this phrase. I thought it was a good way to explain its meaning in English. Leaders have to know exactly what to do in order to set a positive mood for his or her organization when at the edge.
Reading further made me think about this expression even more. In the last few pages of the first chapter, Perkins talks about the importance of distracting someone when he or she feels troubled in order to help the person forget about the problem(s) at hand. This, I realized was a great method that I can use when I lead dancers in a certain group later on.
I realized that after reading these chapters, I felt that being a great leader does not only require intelligence but experience as well. I think that one must always try to react take measures most suited to the occasion. However, not everyone can do the right thing in the beginning. It takes loads and loads of mistakes before once can really get used to taking situations under his or her control when at the edge. I feel that great leadership doesn't really result from hours of studying. It takes a huge chunk of time and practice.
Which is why I'm looking forward to studying about and actually experimenting with leadership skills this term with Ken:)
Hi Joki,
ReplyDeleteThat quote from the end of the chapter, "Anxiety is energy without a goal" is one I keep posted next to my computer, and I agree that experience dealing with difficult situations is key to developing the right responses. My best friend is a commercial pilot and when they do their yearly refresher training in simulators, they simulate one disaster after another so that making the right response is instinctive should it be needed when actually flying a plane.