Leadership\u201d is a word which is much used nowadays, in many walks of life: politics, business, sports, education, the military, and even the church. According to Eve Poole in this fascinating book, the very use of the word is problematic. It implies a mysterious quality that people either have or don\u2019t have. Instead, she coins the term \u201cLeadersmithing\u201d to indicate her belief that the qualities, skills, and characteristics required of a leader can be learned and honed, just like any trade. Her book is designed to help both current and aspiring leaders – in any field – to do just this. <\/p>\n
The book is divided into two parts, the first theoretical, the second practical. Poole encourages her readers to delve into it as they wish, though it does help reading all the way through. Two things struck me from part one. First, she utilizes one of my favorite topics, neuroscience to demonstrate that we learn best in high stress situations, where the heartbeat and breathing are increased. This is why exercise is great before reading or studying because our adrenaline is increased causing our heart rate to go up. [1] As a cyclist, I have noticed for years after I ride and study my body and brain are actually excited to accomplish a task. Of course, the heart rate and breathing are increased if a project needs to be done at a certain time and I think I might not make it. But this adrenaline actually helps us to focus and gives us clarity. Even Camacho mentioned this. \u201cClarity leads to momentum and a true experience of thriving.\u201d [2]. The memories of these \u201ccritical incidents\u201d, as she calls them, are particularly strong and so it is easier for the brain to recall the experiences learned in future such incidents. As the brain recalls these experiences it is flooded with dopamine as a reward telling you to do this again. Do what again? Ride your bike before studying. Wait until the last minute before posting. Feel the anxiety before speaking to your cohort. This is because, \u201cyour mind is continuously analyzing your internal and external environment for hints of where rewards are located.\u201d [3].
\n \u201cPressure primes your brain to optimize its performance, because it might be a mater of life or death. [4]. In her coaching, Poole simulates these critical incidents with the use of actors; but those without access to her expertise can replicate it by, for example, accompanying a colleague to difficult meeting to experience something of the stress of the situation. The second takeaway from part one was her comparison of \u201cleadersmithing\u201d to the apprentices of old. As an apprentice, you learned from a master at whatever craft; you spent time finding out what the different tools were, and what they are used for; and you would \u2018have a go\u2019 at making something before you were fully accepted as a craftsman or woman. All of this can be applied to the craft of being a leader.<\/p>\n
Part two then takes us through the various tools and their uses. Poole identifies 52 skills, techniques, or characteristics that are needed by the leader. Each one is assigned to a value of a pack of cards (the ace of diamonds, for example, is knowing your strengths). Diamonds are all about personal resources; clubs relate to your physical impact on others; spades are practical tools and techniques; and hearts are about putting others at ease. I found all of these fascinating, and I agreed with so much that Poole said about them. An appendix helpfully indicates what \u201chands\u201d of cards you need to deploy for the various \u201ccritical incidents\u201d described in part one. To be honest, I felt rather overwhelmed by the sheer number – 52 – of things one needs to master. However, the beauty of Poole\u2019s work is that it can be treated as a workbook, where you can continually go back and brush up on areas which need improvement. Charts at the beginning of each chapter describing the \u201csuits\u201d encourage you to give yourself a score for each \u201ccard\u201d.<\/p>\n
Poole\u2019s chapter on neuroscience and learning in high stress situations was very good. It might have been helpful to also talk about how neuroscience can help us understand what stress and anxiety does to the body. The circuits of our brain or the way the brain works is shaped by our experiences.\u201d [5]. Once our body becomes stressed there are 4 excellent ways to work out the uncomfortableness.
\n1.Exercise
\n2.Sleep well
\n3.Eat well
\n4.Community (share with others) [6].
\nThese four will help us to not disconnect from our uncomfortableness but use it to become a whole person. Leaders need to know this. <\/p>\n
[1] Kolk, van der Bessel. The Body Keeps The Score: Brain, mind, body in the healing of trauma. Penguin Books, New York, 2014. P. 39
\n[2] Camacho, Tom. Mining for Gold: Developing Kingdom Leaders through Coaching. IVP, London. 2019. P. 48
\n[3] Clear, James. Atomic Habits: An Easy and Proven Way to Build Good Habits and Break Bad Ones. P. 48
\n[4] Poole, Eve. Leader-Smithing: Revealing the Trade Secrets of Leadership. Bloomsbury Publishing, London. 2017.P. 41
\n[5] Pittman, Catherine. Rewire Your Anxious Brain. New Harbinger Publications, California. 2015. P. 6
\n[6] Levine, Peter. Walking the Tiger: Healing Trauma. North Atlantic Books. Berkely, CA. 1997.<\/p>\n","protected":false},"excerpt":{"rendered":"
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