This fast vs slow template can be placed over both our daily life situations and on deeper activities, like our NPOs. \u00a0The tensions between fast and slow are highlighted by Kahneman\u2019s emotional vs deliberate template.<\/p>\n
But is life ever that simple?\u00a0 Where life falls neatly into one category or another?<\/p>\n
Enter Marcus Warner and Jim Wilder\u2019s book, Rare Leadership: 4 Uncommon Habits for Increasing Trust, Joy, and Engagement in the People You Lead<\/em>, with another template called \u201cUncommon Habits.\u201d<\/p>\n Part 1 \u2013 What my peers are saying about Rare Leadership.<\/strong><\/p>\n Review of peer blogposts reveal my blindness (weak spots in my own leadership).\u00a0 I frequently turn to them to view MY problems from their perspectives. \u00a0I did the same for applying Rare Leadership to my NPO\/ U.S. Immigration. Quickly, what are uncommon habits? The uncommon habits are:\u00a0R<\/strong>emain relational,\u00a0A<\/strong>ct like yourself,\u00a0R<\/strong>eturn to joy, and\u00a0E<\/strong>ndure hardships well.[2]<\/a><\/p>\n DLGP 02, Jenny Dooley<\/u> writes. \u201cWhat Warner and Wilder are saying is that these habits need to become automatic, but they are far from automatic in most human beings. These skills are developed in the Slow-Track system and transferred to the Fast-Track system through practice. Practice makes behaviors automatic. The authors state, \u201cIt [the Brain] learns by imitation and practice.\u201d [3]<\/a> We need mature leaders to imitate and lots of practice in order to develop these habits.<\/p>\n Mature experienced leaders. Ahh\u2026experience. In the Army we learn a phrase to It doesn\u2019t happen overnight and sometimes the lesson never takes. \u00a0There is the danger of leaders becoming more heavily managers (System 2 thinkers) \u2013 rendering them less responsive on the fluid battlefield. See Northouse figure below. [4]<\/strong><\/a><\/em><\/p>\n With that being said, both managers and leaders are needed in any organization, both for sustaining and innovating in new environments.\u00a0 But mature leaders need to hone their system 2 for operating in a peace time environment and need to switch to system 1 thinking in a war time environment. The tension of Ying and Yang\/System 1 and 2 thinking is rendered successful by experience drawing upon past successes and utilizing those lessons learned in new endeavors. <\/em><\/p>\n Enter the dragon\u2026oops enter relationships.<\/strong><\/em><\/p>\n DLGP02 Esther Edwards<\/u> writes, \u201cOver eighty years ago a study called the Harvard Study of Adult Development began tracking the lives of 724 men, year after year, through all the stages of their life. Half of the men were Harvard students, while the other half were from the poorest area in Boston. The study continues even today. After tracking these men for 75-plus years, they found that it was not money or fame that promoted health and happiness, but instead, good relationships. Good relationships affected longevity, protected the brain, and aided well-being.<\/p>\n Edwards takes us back to the uncommon habits. Remain relational<\/strong>, Act like yourself<\/strong>, Return to joy<\/strong>, and Endure hardships well.\u00a0<\/strong> This RARE acronym templated over Fast and Slow thinking can deepen our effective leadership.\u00a0 If the goal, no VALUE, is about relationship (undefended, transparent leadership?) then system 1 and 2 thinking can be subsumed into more productive leadership in the good times and in the bad. <\/em><\/p>\n Part 2 – Uncommon Habits, in my NPO US Immigration.<\/strong><\/p>\n System 1 thinking has dominated the U.S. Immigration debate.\u00a0 Gut reactions, polarizing debate has overcome system 2 thinking in modifying the current Immigration system so that it is resourced and sustainable. \u00a0\u00a0During my Immigration Symposium I am inviting attendees into a \u201cThird Space.\u201d[5]<\/a>\u00a0 In this space separate from home or the workplace, I am inviting them to less emotional (heuristic) thinking. Perhaps this third space can be a \u201cSpace of Grace.\u201d<\/p>\n RARE, can guide us in this place of Grace.\u00a0 It can prioritize relationship rather than US versus THEM, it allows us to drop our tribal identities and lets us explore HOW we actually think and feel, it returns us to the Joy of loving of supporting humanity and helps us ENDURE the situations at both our southern border and the war\/crisis engulfing the world.<\/p>\n Epilogue \u2013 Where is my joy?<\/strong><\/p>\n In a recent review of Philippians (the JOY bible book), I discovered that Joy eludes me. Joy in the face of hardship?\u00a0 I always struggle between understanding joy versus happiness.\u00a0 I came to the initial conclusion that I don\u2019t have Joy in my life. Where does one start (Joy) and the other (Happiness) leave off?\u00a0 Philippians ask us to be joyful even in dire circumstances.\u00a0 Do I have joy?<\/p>\n Certainly, satisfaction exists in tasks attempted and completed. Certainly, there is enjoyment in the simple pleasures of my garden.\u00a0 But deeper biblical JOY?<\/p>\n Rare Leadership helped me relook this personal dilemma.\u00a0 It focused on relationships. At the end of our lives, when we look at what really mattered we hear the phrases, \u201cI wish I spent more time with my family and friends.\u201d\u00a0 Perhaps we hear, \u201cI wish I had a deeper relationship with Christ.\u201d<\/p>\n I have relationships aplenty, making them quality relationships is perhaps where I find my, \u201cJoy.\u201d<\/p>\n Shalom\u2026.<\/p>\n <\/p>\n ___________________________________________________________<\/p>\n [1]<\/a> Daniel Kahneman, Thinking Fast and Slow, (New York, NY: Farrar, Straus, and Giroux, 2013), 20-21.<\/p>\n [2]<\/a> Marcus Warner and Jim Wilder, Rare Leadership: 4 Uncommon Habits for Increasing Trust, Joy, and Engagement in the People You Lead (Chicago, IL: Moody Publishers, 2016), 19.<\/p>\n [3]<\/a> Ibid. 110.<\/p>\n
\n\u201cshoot, move, and communicate.\u201d\u00a0 This is not normal civilian behavior and to be frank it needs to be repeatedly taught to our young lieutenants\/soldiers. The phrase engenders strong aggressive behavior (arguably Fast thinking) always moving forward.\u00a0 It even speaks to teamwork and the importance of communicating (System 2 thinking). \u00a0Even as Leaders grow older and move behind a desk, this \u2018habit\u2019 of action helps the Army move forward toward this goal.<\/em><\/p>\n![\"\"](\"https:\/\/blogs.georgefox.edu\/dlgp\/wp-content\/uploads\/2024\/02\/LeaderV.Manager-300x147.png\")
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