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We need to learn to “lead reflectively smarter.” This is the practice of stepping back from the <br />whirlwind of demands and action, in order to reflect, individually and collectively, on what we are <br />learning from what we are doing. And to think about #1 above—what matters most. We see these <br />practices in many organizations who practice a disciplined “after action review” of major <br />events. Successful or not successful. If we return to Shackleton and his 27 scientists and seamen <br />marooned at the bottom of the earth, we see it in their practice of keeping journals and writing about <br />their experience and their reactions to those experiences. And we see it in Shackleton’s ability at <br />crucial moments, to step back, or as Ron Heifetz says in his book, Leadership without Easy <br />Answers, to get off the dance floor, and to get up on the balcony, to see the larger patterns. <br />And we have to “lead collectively smarter.” Most of us will say that we are never going to be able <br />to figure our way through this alone. Without the best thinking of our people. Without the best <br />thinking of our clients. Without the best thinking of our extended community. So the habit of <br />collaboration needs to replace our older habit of circling the wagons, hunkering down, turning <br />inward, going silent while we think. Tough times are a time to encourage connection, encourage <br />communication, to stay in touch. Perhaps the greatest impetus to collaboration is the classic <br />research of Umberto Maturano whose research on perception proved that only 20% of what we <br />know about a phenomena is a result of our taking in data—of the process of perception. And 80% of <br />our action and decision-making is a result of accessing our prior experience. That’s actually not <br />much of a problem when the current situation is akin to the prior situation. But in times of transition, <br />tumult and disequilibrium, that 80% from the past may misguide us. That’s why we need each <br />other. The person next to me, has different experience, and therefore sees things I cannot <br />see. With a clarity that I can’t possibly muster. Only in the collective, in the collaborative work do we <br />have a chance to create a picture of current reality that is reasonably complete. <br />And we need to “lead spiritually smarter.” For you, spiritually smarter may be a matter of values, <br />of spiritual tradition, of whatever it is from which we take our most trusted guidance. But if we don’t <br />attend to listening to that still small voice within, and encouraging others to do the same, we are <br />likely to go adrift. <br />Tough times require an experimental, scientific mind set. The emphasis on “evidence based” <br />practices in the field of aging services is part of that mind-set. The commitment to research-based <br />lessons on leadership. If we are to be good scientists we need to practice a commitment to deep <br />open curiosity about how things work, about what might be possible. And we need a life-long