Curiosity…and Chaos

Curiosity is my driving force, constantly pushing me to understand the world around me. However, this same curiosity often leads my attention to wander once I feel I've grasped something, which can be frustrating for the teams I lead. 

I recall an incident from my previous career where I overheard a boss, whom I respected, express doubts about my suitability for a project due to my potential lack of focus. I was in the locker room, unnoticed, and his words stung. At that time, I was transitioning from a career as a police officer, having held three different police roles, worked for a training company, and built, ran, and sold a gym business—all within a decade. While his assessment wasn't entirely off base, overhearing it made me question whether there was something inherently flawed in me that needed fixing. 

Someplaces are better for pondering than others :-) 

In the years since that unexpected insight, which I initially resented, I've come to appreciate the lessons it offered. Tools like the Birkman Method, Six Working Genius, StrengthsFinder, and DISC assessments have revealed that curiosity is indeed a core driver of my behavior. They also highlighted my strengths in strategic and futuristic thinking, making me adept at problem-solving, though admittedly less proficient at mundane tasks like returning emails. 

This realization has deepened my fascination with understanding group dynamics and behaviors. I relish the predictability of some patterns and the delightful unpredictability of others. This curiosity even led me to research and write a thesis on human development and its parallels to the Second Law of Thermodynamics. 

I'm beginning to see a beautiful simplicity in the things that truly matter. People and organizations rarely drift toward simplicity; instead, they naturally gravitate toward complexity as they grow, adding layers of processes and checks to address issues. As leaders, it's crucial to delve deeper into how our systems and processes impact functionality and to seek the simplicity that can be unearthed within them. 

Recently, I've been captivated by Ichak Adizes' PAEI model. In "Managing Corporate Lifecycles," Adizes argues that inefficiencies and ineffectiveness in both short- and long-term functions stem from a mix of four management functions. Purpose involves being true to oneself, doing what you do best, and focusing on customer needs. Administration entails creating standard operating procedures that eliminate the need to reinvent the wheel. The Entrepreneurial function allows organizations to adapt when existing procedures no longer serve their purpose or meet customer needs. Integration fosters alignment through culture and values, promoting interdependence among teams and members. 

Viewing organizational functions through this lens allows me to channel my curiosity into fostering growth and improvement. 

Leaders, how do you leverage your strengths and manage the weaknesses that arise from those very strengths?