Paul Witkay in Smart Business: “‘Corporate Soul’ ‘Planned Serendipity’”
November 01, 2012
I recently read two books discussing somewhat unique concepts, both of which initially appeared to be oxymorons and completely unrelated to leading serious organizations. However, upon further research, I found that they were actually quite relevant to the challenges that every CEO faces.
In his book, “Lead by Greatness,” David Lapin talks about “corporate soul.” At first, I thought it was simply another book about the need for leaders to have strong values and character. Yet as I read further, it became clear that Lapin was discussing something much deeper than what is offered by most other books on leadership.
Most leaders strive to create a long-term sustainable competitive advantage. However, trying to anticipate the future moves of your competition is typically a losing game. Lapin makes a compelling case to instead say it is often the unique passion and commitment of individual leaders that creates unique organizations. It’s the very nature of this authenticity that competitors simply can’t copy; in fact, this is what gives an organization its “soul.” According to Lapin, “It is impossible to generate human energy, a sense of purpose or tap human greatness in a soulless organization.”
Soon after, I went on to read “Get Lucky” by Thor Muller and Lane Becker. Muller and Becker talk about how serendipity, which they define as “finding what you’re not looking for,” can play a large part in your success. The authors take readers on a journey to explore how some innovators and companies have taken specific actions to ensure that they “get lucky” more often.
Although it is still difficult to predict precisely when your good luck will strike, Muller and Becker have identified eight skills that promise to generate more luck in your life. These are the essence of “planned serendipity.”
1. Motion — A classic definition of insanity is doing the same thing time and again and expecting different results. To make something happen, you need to get out and meet new people, experience new things and shake things up.
2. Preparation — We must be observant for anything new and approach these things with pure curiosity. When we use our “beginner minds,” as if we know nothing about the subject, we are able to see things in a whole new way.
3. Divergence — My favorite poem is “Two Roads Diverged into a Yellow Wood” by Robert Frost. It’s necessary to explore new paths if we are to find new ideas and fresh ways to think.
4. Commitment — I have noticed that many, many more ideas are generated when CEOs are clear about their goals and intentions. A request for ideas to help stimulate growth is too vague and too broad — most people will have trouble identifying ways to help. However, when a CEO is crystal clear about his or her vision and goals, the clarity triggers all sorts of connections in our brains.
5. Activation — CEOs who want to generate creativity and “luck” on a regular basis design structures and experiences that force people to engage with each other in ways they wouldn’t normally do. Steve Jobs personally designed the new offices for Pixar so that all employees would have to mix with any and all other employees.
6. Connection — The Internet has enabled us to connect with virtually anyone else in the world. To make these connections valuable, it is necessary for people to take actions to help other people solve their problems or achieve their goals, even when they don’t know each other.
7. Permeability — To maximize the exchange of new ideas and information, leaders must create ways for their organizations to effectively communicate with the outside world — and, even more importantly, for the outside world to be able to communicate with those inside.
8. Attraction — It’s the passion and “soul” of great leaders that attracts great employees, customers, investors and strategic partners who want to align with the vision expressed by the leader.
It is worth leaders’ time to think deeply about their personal passion and how it relates to their corporate vision and “soul.” When you’re clear about your vision, you enable others to take specific actions that help you and your organization “get lucky.”