A Committed Life

January 25, 2012

Shortly before his death, Martin Luther King Jr. said this is how he would like to be remembered when his death would come:

“I’d like somebody to mention that day that Martin Luther King Jr. tried to give his life serving others.  I’d like for somebody to say that day that Martin Luther King Jr. tried to love somebody.  I want you to say that day that I tried to be right on the war question.  I want you to be able to say that day that I did try to feed the hungry.  And I want you to be able to say that day that I did try in my life to clothe those who were naked.  I want you to say on that day that I did try in my life to visit those who were in prison.  I want you to say that day that I tried to love and serve humanity. . .

“I won’t have any money to leave behind.  I won’t have the fine and luxurious things of life to leave behind.  But I just want to leave a committed life behind.”

There could be no greater tribute to this man than thinking about, and acting upon, these words this weekend, and well beyond.

Holding Back

February 24, 2015

I wrote last week in this space about the positive place for disagreement in organizations; and I held back on pushing the topic a bit further.

Sometimes an organization leader has to hold back. Sometimes the leader needs to recognize that the organization has more disagreement than it can handle and that taking on another topic for which much disagreement is likely would be like drinking from a fire hose.

In Leadership on the Line (HBS, 2002), authors Ronald Heifetz and Marty Linsky write that “leadership requires disturbing people – but at a rate they can absorb.”

Heifetz and Linsky describe the need to “orchestrate the conflict” in four steps:

  1. “Create a holding environment” – a safe place to interact.
  2. “Control the temperature” – turn the heat up to get people’s attention, and turn it down for them to cool off or to catch up.
  3. “Set the pace” – not too fast that we leave too many people behind; not too slow that we lose the vision and momentum.
  4. “Show the future” – remind people of the “orienting value” – that is, the positive reason to go through all the negative rancor.