According to Buckingham and Clifton (2001), talent is a relatively misunderstood and abused concept, especially in the workplace. In this short essay, I will explore ten myths about talent (and strength) that are emphasized in Buckingham and Clifton’s book, “Now, Discover Your Strengths,” which I have attempted to give a stronger emphasis than in presented in the book by relating several insights as popular myths modern culture has propagated about the power and paradox of talent. Myth #1: “Self-improvement (and success) comes through cultivating and increasing abilities in a wide variety of necessary skills for the workplace according to standards of excellence in the industry.” In our modern world, the myth of “skill gaps” and “areas of opportunity” is a[…]

One of the most humbling aspects of working cross-culturally is working with people from radically different backgrounds, and then inserting oneself into that pool of different mindsets and trying to make sense of it all. Duane Elmer and Richard Lewis have added to the cross-cultural conversation in their books Cross-Cultural Servanthood (2006) and When Cultures Collide: Leading Across Cultures (1996). Both books attempt to explore the intersection between cultures, but while Elmer explores culture through his Christian vocation as a pastor and missionary, Lewis explores culture through his secular vocation as a teacher and businessman. While both authors approach the topic with radically different points-of-view, they do offer consensus on a select few areas, namely the need to separate oneself[…]

Transformation, according to Benner, cannot be achieved without a thorough knowledge of both self and God. Benner states, “truly transformational knowledge is always personal, never merely objective. It involves knowing of, not merely knowing about.” Benner uses the example of the Apostle Peter to explain transformational knowledge, as Peter is the disciple readers have the most intimate details of his personal struggle regarding accepting God’s call on his life. Benner concludes his chapter by stating, “the authentic transformation of the self… is at the core of Christian spirituality.” Knowledge has the ability to inform, but only God has the ability to transform. To truly know God, however, means that one must be embrace God at the in the “depths, not[…]

The essence of servant leadership comes from Christ and his relationship with the Father and the Holy Spirit, in their inter-relatedness, diversity, and old world “Early Christian” equality. The disciples and the life of Jesus are our direct models for how to utilize these principles in a very direct way for the church, to eliminate the spread of the “McChristians” and develop a huge network of people who know their individual callings, and are working towards the establishment of the kingdom of God. There are several focii in the book: on Jesus as the ideal servant leader, the disciples as the servant leaders he taught through modeling, and the equality (and hence, servant leadership qualities) shared by the Early Christians.[…]

Gareth Morgan’s book, Images of Organization, is a challenging look into how organized groups of people can be understood in terms of eight different categories of thinking. These categories or images are tools that Morgan uses to identify, medicate, and reorganize thinking about organizational structure. The example story written in sectional intervals is an example of all eight images in motion (machine, organism, brain, culture, political system, psychic prison, transformation, and domination; in that order) and will serve as an analogy as I go through each of the eight images and explain how Morgan introduces these topics. The eight images Morgan uses in his book are not only methods for understanding current organizational models, but also tools in which the[…]

 As a teacher in China, one of my biggest struggles is learning how to build bridges of trust between myself and my students. Trust in China has a very different meaning, one that when taken to extremes can turn to distrust and even abandonment. Growing up in the United States, I was secure in my notion of trust: having life-long friends who without even a thought are willing to continue being a friends after twenty years of not a word shared. In China, such a thing would not be thought possible – there might be a modicum of congeniality among old friends (much like the errant family member who shows up every three years for a yearly gathering) but trust[…]

 All organizations contain an invisible culture, with varying strains of subcultures. These cultures can be accessed by analyzing three levels: artifacts (visible structures), values (philosophies), and assumptions (perceptions). Leaders are at the forefront of culture as models; by learning how to discern an organization’s culture, leaders can then create, transmit, change, maturate, and foster the life of what Schein calls a “learning culture.” The Learning Leader, as Schein says, creates culture by spreading shared assumptions, which result in shared values, and those values then showcase as positive artifacts. The organization is a living structure, which matures alongside the culture and like any living thing, without food (leadership) and water (culture), can die. However, changing culture is complex and often lifelong,[…]

2:30 in the morning. I am sitting at the desk, the light burning, the sounds of snores coming from the bedroom, the sour taste of coffee burrowing into my throat, my eyes bulging with caffeine, and my drive never further from the end. 70 unique essay topics based on 16 different team subjects, composed of students from forty different majors and disciplines: my goal is to give each student a unique topic, which combines not only with their team subject, but also offers a special personal challenge only he or she could complete. The task sounds insane, but the summer before I read through The Medici Effect, a book by Frans Johannson, which ensured me that with a combination of[…]

The book Deep Change, by Robert E. Quinn, is a different sort of business book. Although it does consist of charts and tables, the primary thrust of each chapters are well-told stories of how people in organizations realized their own fallibility and overcame it, changing irrevocably. When I first encountered the book, I placed my own previously learned theories against the principles espoused in the book: the 21-day change. When I was growing up, my mother always told me that to make proactive change in your life, you needed to do something actively for 21 days straight. On the 22nd day, she claimed, what you were doing would form a habit, and it would become embedded into you like a[…]

Servant leadership, in one word, is passion; undying loyalty to a single belief that you cannot help but drive yourself and those around you towards your vision. It comes from knowing yourself totally, building your life “as a piece of art,” and then working your way through society by training others to be as you are: an agents of an institution which has been changed to be driven to serve those under its care in every possible way. Greenleaf’s servant leadership is holistic, and depends on a number of factors. (a) The servant leader must be a conceptual leader. (b) He must be a seeker, yearning for a better way. (c) He must be balanced with two sides: those who[…]

In a rather bold introduction, Douglas Stone, Bruce Patton, and Sheila Heen introduce the reader to their book, “Difficult Conversations”, with the amazing story of how the concepts in the book teach people around the world a revolutionary way of handling conflict. They claim that Inuits in freezing northern Canada utilize the ideas to help settle conflicts with global oil companies looking to take a profit from the Eskimo homeland, how Saudi businessmen initiate the difficult conversations in the heat of the Persian gulf with American oil tycoons, of how African tribal leaders used the book to find a peaceful end to hundreds of years of bloody civil war, and even of how astronauts took the book to the International[…]