Join us in this enlightening episode of @TheScienceofLeadership with host Tom Collins, as he delves into the complexities of paradoxical thinking in leadership with expert Dr. Marianne Lewis.

The conversation highlights how effective leaders can navigate opposing forces and tensions to foster innovation and growth within their organizations. Dr. Lewis introduces the concept of a paradox mindset, explaining its critical role in balancing contradictions without losing organizational momentum. She provides insights drawn from her research and work with industry leaders like Paul Polman, illustrating how paradoxical thinking can lead to extraordinary success in both financial and social dimensions.

Throughout the episode, key themes revolve around understanding paradoxes in leadership and their psychological underpinnings. Dr. Lewis emphasizes how default either-or thinking limits potential, while a paradox mindset encourages recognizing tensions as catalysts for creativity and learning. They explore the vital interplay between short-term and long-term strategies, as well as the balance between risk and reward, through various organizational examples including Unilever's sustainability initiatives and Toyota's production innovations. This dynamic discussion offers valuable perspectives for leaders keen on advancing their skills in handling complex, multifaceted challenges.

Keywords in this episode include leadership, paradox, innovation, mindset, tensions, paradox mindset, leadership paradoxes, organizational tensions, creative integration, leadership development, how to handle paradoxes in leadership, examples of paradoxical thinking in business, importance of paradox mindset for leaders, ways to thrive in leadership paradoxes, balancing innovation and efficiency in leadership.

Takeaways

• Embracing a paradox mindset as a leader involves seeing tensions as opportunities for learning, creativity, and growth.

• Leaders like Paul Polman at Unilever have successfully used paradoxical thinking to achieve unheard-of feats, such as doubling profits while halving environmental footprints.

• The innate human tendency towards either-or thinking can lead to limited vision and organizational failure in recognizing interconnected challenges.

• Notions like quality vs. cost, risk vs. reward, and innovation vs. efficiency aren't inherently contradictory but require a nuanced, integrative approach.

• Effective leadership melds the strength of command and structure with the compassion and care necessary for long-term success and team trust.

Key References:

• Duckworth, A. (2018). Grit: The Power of Passion and Perseverance. Scribner.
• Dweck, C. S. (2007). Mindset: The New Psychology of Success. Ballantine Books.
• Lewis, M. W. (2000). Exploring paradoxes: Toward a more comprehensive guide. Academy of Management Review, 25(4), 760-776.
• Lipman-Blumen, J. (2006). The Allure of Toxic Leaders: Why We Follow Destructive Bosses and Corrupt Politicians--and How We Can Survive Them. Oxford University Press.
• Miron-Spektor, E., Ingram, A., Keller, J., Smith, W. K., & Lewis, M. W. (2017). Microfoundations of organizational paradox: The problem is how we think about the problem. Academy of Management Journal, 61(1), 26-45.
• Smith, W. K., & Lewis, M. W. (2022). Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. Harvard Business Review Press.
• Syed, M. (2015). Black Box Thinking: Why Most People Never Learn from Their Mistakes—But Some Do. Portfolio.

Join us in this enlightening episode of @TheScienceofLeadership with host Tom Collins, as he engages in a profound conversation with General Tony Zinni as they delve into the leadership maxim, "Don't fall in love with your plan."

General Tony Zinni is a US Marine who served in key leadership roles such as Commander in Chief of US Central Command, Special Envoy to the Middle East, and has decades of military leadership experience. Additionally, he’s a New York Times bestselling author and holds a PhD in Interdisciplinary Leadership.

Drawing from military and corporate experiences, General Zinni discusses the importance of adaptability, cognitive flexibility, and creating an environment where all voices can challenge plans. They explore historical examples and scientific principles that illustrate the pitfalls of rigid planning and the benefits of strategic foresight. Whether in military operations or corporate strategy, learn how to navigate dynamic environments and keep your team aligned with evolving goals and objectives.

Keywords in this episode include leadership, adaptability, planning, military experience, cognitive flexibility, feedback, decision-making, empowerment, and strategic planning.

Key Takeaways:

• The importance of not getting too attached or "falling in love" with your plan is critical for effective leadership in dynamic environments.

• Adaptive leadership necessitates collective decision-making and allowing teams to contribute insights, fostering a culture where all can voice perspectives.

• Cognitive flexibility, the capacity to adjust strategies based on real-time data, significantly enhances success in uncertain conditions.

• Understanding competitor actions and motives is essential; leaders must think beyond their perspective to anticipate competitor moves.

• Historical examples underscore the consequences of rigid planning, with case studies from military campaigns and corporate missteps reinforcing the message.

Books by General Tony Zinni:

• Before the First Shots Are Fired: How America Can Win or Lose off the Battlefield (https://a.co/d/iBp9zxN)

• Leading the Charge: Leadership Lessons from the Battlefield to the Boardroom (https://a.co/d/eh0arKt)

• The Battle for Peace (https://a.co/d/eh0arKt)

References:

• Denison, D. R., Hooijberg, R., & Quinn, R. E. (1995). Paradox and performance: Toward a theory of behavioral complexity in managerial leadership. Organization Science, 6(5), 524–540.

• Grove, A. S. (1999). Only the Paranoid Survive. Crown Currency, New York.

• Kahneman, D. (2013). Thinking, Fast and Slow. Farrar, Straus and Giroux, New York.

• Plowman, D. A., & Duchon, D. (2007). Emergent leadership in complex organizations: It's leadership, but not as we know it. The Leadership Quarterly, 18(4), 341–356.

• Uhl-Bien, M., Marion, R., & McKelvey, B. (2007). Complexity leadership theory: Shifting leadership from the industrial age to the knowledge era. The Leadership Quarterly, 18(4), 298–318.

• Zaccaro, S. J., Foti, R. J., & Kenny, D. A. (1991). Self-monitoring and trait-based variance in leadership: An investigation of leader flexibility across multiple group situations. Journal of Applied Psychology, 76(2), 308–315.

Join us in this enlightening episode of @TheScienceofLeadership with host Tom Collins, as he welcomes Catherine Krawczeski, MD to discuss the pivotal role of kindness in effective leadership.

As the Chair of the Department of Pediatrics at The Ohio State University College of Medicine, Physician-in-Chief and Chief Medical Officer of Nationwide Children’s Hospital, Dr. Krawczeski offers unique insights into how leading with kindness not only fosters a respectful working environment but also enhances resilience and performance among teams.

Delving into the profound relationship between kindness and leadership, Dr. Krawczeski emphasizes that respect for colleagues can transform work cultures. Highlighting personal anecdotes, she illustrates how empathy and understanding can propel individuals beyond pre-conceived limitations, fostering organizational growth and individual development. Meanwhile, Tom shares personal stories and science-backed evidence supporting the profound positive impact of kindness in leadership settings. Together, they explore practical strategies for leaders to cultivate a more compassionate approach, touching upon the significance of humility, open communication, and continuous feedback.

Keywords in this episode include leadership, kindness, empathy, respect, team dynamics, workplace culture, coaching, personal growth, emotional intelligence, forgiveness.

Key Takeaways:

• Kindness in leadership is deeply intertwined with respect and empathy, playing a crucial role in effective team management and individual development.
• Even in high-stress environments, leaders can maintain high standards while being compassionate and offering support to those who struggle.
• Acts of grace and forgiveness from leaders can have transformative effects on team morale and productivity.
• Effective leadership involves listening, understanding others’ perspectives, and providing constructive feedback.
• Fostering positive social connections in the workplace can significantly impact organizational efficiency and employee well-being.

References:

Algoe, S. B., & Haidt, J. (2009). Witnessing Excellence in Action: The Other-praising

Emotions of Elevation, Gratitude and Admiration. Journal of Positive Psychology, 4(2), 105-127.

Dutton, J. E., Frost, P. J., Worline, M. C., Lilius, J. M., & Kanov, J. M. Kanov. (2002) Leading in Times of Trauma. Harvard Business Review, 80(1), 54–61.

Frost, P. (1999). Why Compassion Counts! Journal of Management Inquiry, 8(2), 127–133.

Frost, P. J., Dutton, J. E., Worline, M. C., & Wilson, A. (2000). Narratives of Compassion in Organizations, in S. Fineman (ed.), Emotion in Organizations. Sage. p. 25–45.

Kindness in Leadership. (2018). Haskins, G., Thomas, M., & Johri, L. (Eds.). Routledge.

Kanov, J. M., Maitlis, S., Worline, M. C. Dutton, J. E., Frost, P. J., & Lilius, J. M. (2004). Compassion in Organizational Life. American Behavioral Scientist, 47(6),808–827.

Solomon, R. C. (1998). The Moral Psychology of Business: Care and Compassion in the Corporation. Business Ethics Quarterly, 8, 515–533.