Over the years, I’ve had countless opportunities to speak with people from all walks of life – children, adults, clients, colleagues, blue collar, white collar – it’s spanned the gamut. One unifying phenomenon I’ve noticed often is that when people speak, they tend to spend a majority of their time discussing what’s happened to them in the past (e.g., “I shouldn’t have done that.”, “That meal was great.”) or about what’s yet to happen (e.g., “I can’t wait for this project to be finished.”, “Vacation is going to be so nice.”). Keeping this observation of others in mind, I’d imagine it probably wouldn’t take long for you to find this to be true of your own encounters as well. There’s nothing wrong with thinking or expressing the past and future in this way, but it does preclude one key experience – the now; the full experience of what’s happening in the present moment.

In Daniel Goleman’s latest work, “Focus,” he makes mention of this “problem” in another way. Goleman’s research indicates that more often than not, in general people tend to be thinking about something other than what they are currently doing. People are therefore not fully in tune with what they are doing. I’d argue that as a result, we too often experience life on the surface; there is not enough processing of the current moment. By living life in this manner, we aren’t giving ourselves the opportunity to fully experience the now, and all of the emotions that it potentially encompasses.

If you agree with this basic premise, it follows that there are clear implications from this in the business world, including employees’ ability to focus on their work in any given moment or leaders’ ability to focus on the needs of their team. These of course beg the question of how to counteract this tendency.

• I’d suggest four steps you can take immediately to be less consumed with the past and future, and be more concentrated in the present.Take stock – turn up the dial of your own curiosity; be actively curious about your surroundings and the impact they have on you if you let them
• Take note – be conscious of all of your senses; what does whatever you’re doing right now feel like? smell like? sound like?
• Take breaths – focus your full attention on your breathing – in through your nose, out through your mouth; practicing conscious breathing allows for you to bring your mind to the present
• Take up a hobby – research shows that you can be more alert doing things that are active and engaging

So, what are you waiting for? Just focus on the present moment reading these words. Now these words. Now these.

How does that feel?

Last week, I watched an executive address 150 leaders in his organization – an organization known for its unparalleled ingenuity, ‘against all odds’ innovation, and global impact. In his remarks to close a three-day ‘leaders summit’, the executive made a request of his team:

“Please…Be unreasonable.”

Unreasonable: difficult, obstinate, without good sense…

The negative connotation of the word hit first. But within seconds, the meaning behind the request settled. And the reaction was visceral– an energy spurred by the idea of disruption, dissatisfaction with the status quo, an urge to take risks. I envisioned Monday’s to-do lists being mentally rearranged by listeners, “reasonable” tasks being shuffled off the list indefinitely.

We hear leaders struggle with the pace and complexity of today’s changing environment. How do we inspire innovation? Breakthrough? How do we stay ahead of the curve?

Doing something remarkable requires risk-taking. Inevitably, with certain risks comes failure. To motivate employees to take risks, leaders need to drive and maintain a cultural acceptance for failure. “Please…be unreasonable” set the foundation for just that.

If your organization feels starved for fresh ideas, a good first place to look is how failure is perceived culturally. Is risk being recognized and rewarded – whether it ends in success or failure? Are failures broadcast as organizational learning or swept under the rug? Are leaders encouraging employees to tackle challenges that seem impossible? If we think about what innovation truly is – upheaval, disruption, breakthrough, how could we achieve it any other way than being unreasonable?

The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man. – George Bernard Shaw

It’s been a long couple of weeks for New Jersey’s Governor Chris Christie. With numerous political scandals coming to light and the Governor continuing to insist that he knew nothing of the alleged strong-arming of local politicians with opposing views, one must wonder- how do such cultures devolve to the point where staff members feel that it is acceptable to behave in such ways.

When scandals erupt, once publicly confident leaders who seem to have complete control of their organizations suddenly claim ignorance and rush to divert attention away from themselves. This happens more commonly than one might expect.

If unethical organizational behavior is known to leaders and tolerated, for whatever reason, the clear message to employees is that it is okay to behave in such ways. If the behavior occurs unbeknownst to the leader than the leader is not doing an effective job of supervising the people that work for him. Either way, the leader is at the root of the culture issue.

Four Signs Your Culture May be Toxic-

1. Employees feel they can behave in unethical or unprofessional ways with little or no repercussion from their leadership.
2. Leaders hold themselves to a different standard than they hold their people.
3. When the going gets rough, leaders quickly look to blame someone or something else for the mishap rather than take responsibility.
4. Employees are fearful that they cannot speak up in fear of retribution from leadership.

The buck really does stop with the leaders. And, they must intentionally cultivate employees’ beliefs about acceptable and unacceptable behaviors and the guidelines for behavior in the organization. With so many stakeholders looking more closely at the brands and companies they engage with these days, it pays to create an organizational dynamic where team members know exactly what’s expected of them. Otherwise, toxic cultures will kill themselves.

Zombies aren’t typically my thing, but “The Walking Dead” series has caught my attention. My interest isn’t so much related to the zombies as it is the leadership lessons that are embedded within. That’s right – leadership lessons. A lot can be learned by watching this small group of survivors struggle to prosper in a post-apocalyptic world infested with the living dead.

Here is proof that leaders can find guidance in the least expected places.

1. Ditch the Script When the gates fail and you are being overrun, as happens in business and during the apocalypse, the rulebook should be thrown out the window. Leaders who are able to break from the script and quickly adapt to changing conditions are those who will survive. Those who stick to the plan no matter what’s happening around them risk being mauled.
2. You don’t have to have all the answers Just because life as you know it has ceased to exist and you find yourself leading your group in unfamiliar territory, you aren’t expected to have all the answers. When hordes of undead are knocking at your door, effective leadership may call for decisive, top-down authority. But don’t forget that team members on the sidelines may hold key information that will help inform your decisions.
3. The Stockdale Paradox The people who succumb to the mere thought of the biting and clawing undead always seem to be those who either lose all hope and quit or who fail to realize their dire situation. The Stockdale Paradox proposes that leaders must ensure that their teams are honest with themselves about the reality of their situation while always keeping hope that things will improve. Those who don’t keep a balance between the two are much more apt to lose their focus and become lunch.
4. North Star Having a guiding “north star” provides clarity and creates a collective direction. Supporting the Stockdale Paradox, leaders need to articulate a vision for the future that inspires people to weather the storm. This becomes especially critical when the going gets rough and people are called to task in ways that push them to their limits.
5. Empower your people Micromanaging doesn’t work in the office, and it certainly doesn’t get you very far during a zombie attack. Empowerment involves people making some mistakes, but that’s a great way for them to learn. Authoritarian and hierarchical structures enable dependence and mindless followership rather than creativity and proactive behavior. The worst you can do as a leader, in most cases, is to breed a team of zombies.
6. Stick together It happens in every time. The person who splits from the group inevitably ends up stumbling around with a glazed look destined to become a future threat. When the odds are against you, working together becomes especially critical. One reason team members split off from the group is that they are misaligned in terms of who the real “enemy” is. As leaders, we must keep the group together and focused in the direction of that North Star. Misalignment can be disastrous in a business context in terms of lost productivity and team effectiveness. In “The Walking Dead,” it can mean the difference between life and death.

Though the obstacles we’re facing in our own businesses hopefully don’t match the intensity of “The Walking Dead,” we can certainly take a page out of the book of the brave survivors navigating the ultimate leadership challenge.

The Army teaches officers to “lead from the front”, creating visions of a sabre-wielding leader in Union blue followed by legions of men and a cacophony of battle cries as he charges the enemy. This style of leadership makes a lot of sense on the battlefield. During times of crisis that are oftentimes associated with combat, there isn’t time for group input. Decisions must be made on limited information, and leaders must show their followers that they are not going ask of them anything they are not willing to do themselves.

Thinking about leadership more deeply, I began to ask myself – is this always the most effective form of leadership?

As a civilian leader and entrepreneur, I have found myself leading from various places in order to drive performance. At times, I’ve certainly had to lead from the front, providing a foundation for the team by setting the example in times of crisis. In less critical moments, I’ve held back encouraging my people to push themselves, make mistakes and learn from those mistakes. On a rare occasion or two, I’ve had to lead from the back by nudging people to get things where they needed to be. And there have been instances where it makes sense to lead from the middle, serving in a facilitator role rather than one of positional leadership power.

To me, this speaks of the theory of situational leadership – adapting our leadership style and behaviors to the context of the situation and the capabilities of the team in order to get the best from our people.

So, my question to you is, “From where do you lead?”