Kevin Eikenberry

There are things that I don't know, but are known. Or that we don't know that are known that we need to gather some information and we need to come at those very differently than if it's a clear context. And if a situation is chaotic, like what do we do in a moment of chaos? But I think the one that.

There are things that I don't know, but are known. Or that we don't know that are known that we need to gather some information and we need to come at those very differently than if it's a clear context. And if a situation is chaotic, like what do we do in a moment of chaos? But I think the one that.

The fourth one, the one that I think is the most important for us to consider is what we call the complex context, which is where there are things that we don't know and that we don't even know we don't know. And so the question then becomes, what could we try?

The fourth one, the one that I think is the most important for us to consider is what we call the complex context, which is where there are things that we don't know and that we don't even know we don't know. And so the question then becomes, what could we try?

We don't necessarily know what dominoes are going to fall from what actions we take, whether that's an individual interaction that I'm having with a member of my team or whether that's a decision that we're making. or that I need to make for our team or our organization in a situation, like how do we think about what's possible and what's plausible a little differently?

We don't necessarily know what dominoes are going to fall from what actions we take, whether that's an individual interaction that I'm having with a member of my team or whether that's a decision that we're making. or that I need to make for our team or our organization in a situation, like how do we think about what's possible and what's plausible a little differently?

All of that requires us to interact with our team differently, make some, maybe make some different decisions. And so that's context. So intention plus context plus flexors. And so we've identified a bunch of things where, how do we, On what dimension might we need to flex? So I'm guessing that you want to talk a little bit more about that.

All of that requires us to interact with our team differently, make some, maybe make some different decisions. And so that's context. So intention plus context plus flexors. And so we've identified a bunch of things where, how do we, On what dimension might we need to flex? So I'm guessing that you want to talk a little bit more about that.

But it's those three things together that allow us to be more flexible as a leader. In other words, I recognize it's possible and even perhaps more effective for me to flex. And then secondly, what does the situation tell me or dictate to me that would lead me to flex? And then in what ways might I be able to flex?

But it's those three things together that allow us to be more flexible as a leader. In other words, I recognize it's possible and even perhaps more effective for me to flex. And then secondly, what does the situation tell me or dictate to me that would lead me to flex? And then in what ways might I be able to flex?

Yeah, I think that's exactly right. So again, intention is making a conscious choice to say, what's the best approach here? Rather than, to your point, relying on muscle memory, relying on our natural habits. And the other thing that I talk about early in the book that we haven't mentioned that probably should, and that is that

Yeah, I think that's exactly right. So again, intention is making a conscious choice to say, what's the best approach here? Rather than, to your point, relying on muscle memory, relying on our natural habits. And the other thing that I talk about early in the book that we haven't mentioned that probably should, and that is that

Many of us, many of you who are listening have taken some or maybe several assessments. You've taken a strength finder. You've taken a Myers-Briggs or a DISC. You've taken some sort of leadership style assessment. And so you have your strengths. You have your style. You have those things. And those things are very helpful. Until they're not. And they're helpful when they help us.

Many of us, many of you who are listening have taken some or maybe several assessments. You've taken a strength finder. You've taken a Myers-Briggs or a DISC. You've taken some sort of leadership style assessment. And so you have your strengths. You have your style. You have those things. And those things are very helpful. Until they're not. And they're helpful when they help us.

See, all of those are models and models are a simplification of the world. And what we too often do is we take the model and we make the model truth. We lose the complexity and we lean into the model. And not only that, but now we identify with that style as who I am and how I lead. And if I am identifying myself by this style or approach, the ability for me to flex is dampened significantly.

See, all of those are models and models are a simplification of the world. And what we too often do is we take the model and we make the model truth. We lose the complexity and we lean into the model. And not only that, but now we identify with that style as who I am and how I lead. And if I am identifying myself by this style or approach, the ability for me to flex is dampened significantly.

That's why we have to get past that with the intention to say, okay, that would be what I would do naturally, but is that really the most effective thing for me to do right now? But if it's my identity, then I don't really have

That's why we have to get past that with the intention to say, okay, that would be what I would do naturally, but is that really the most effective thing for me to do right now? But if it's my identity, then I don't really have

choices like this is what this is what a facilitative leader would do this is what a coaching leader would do this is what a servant leader would do and there's nothing wrong with any of those things except that they oversimplify the world and we have to be really careful about that let's talk about flexors what exactly are they can you walk us through a few examples maybe specific situations so we get a clearer picture of what flexors look like in action

choices like this is what this is what a facilitative leader would do this is what a coaching leader would do this is what a servant leader would do and there's nothing wrong with any of those things except that they oversimplify the world and we have to be really careful about that let's talk about flexors what exactly are they can you walk us through a few examples maybe specific situations so we get a clearer picture of what flexors look like in action