Abstract
We described equanimity as the ability to maintain dynamic balance and overcome disorientation in a fast-changing, information-rich environment. Perhaps when we use these words, people imagine dynamic balance to be something akin to Buddhist meditation or the latest health craze. While these may be worthy pursuits, the leaders we work with live in a world where fast action and difficult decisions are required. Yet even in the extreme pace set by competitors and market conditions, we have come across leaders who were “graceful while in motion,” fully present to everyone they met, and artful in their ability to recover from most situations they faced in their work and their lives. To highlight these qualities, let us jumpstart with a noisy evening in the Boston Garden, a center for basketball lovers around the world, then go to a counterexample with Salomon Brothers, and conclude with a remarkable Chilean business leader.
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Notes
Michael Useem, The Leadership Moment: Nine True Stories of Triumph and Disaster and Their Lessons for Us All, New York: Three Rivers Press, 1999.
Graham Allison, The Essence of Decision: Explaining the Cuban Missile Crisis, Little, Brown and Company, 1971.
Jerry B. Harvey, The Abilene Paradox and Other Meditations on Management, Lanham, MD: Lexington Books, 1988.
Fons Trompenaars, Did the Pedestrian Die: Insights from the World’s Greatest Culture Guru, Oxford: Capstone, 2003.
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© 2008 Tom Cummings and Jim Keen
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Cummings, T., Keen, J. (2008). Leadership Doing: How We Recover and Radiate Presence. In: Leadership Landscapes. Palgrave Macmillan, London. https://doi.org/10.1057/9780230598539_6
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DOI: https://doi.org/10.1057/9780230598539_6
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-35792-5
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