Murder in the Village: Teamwork & Community

November 14th, 2010

This week there was a triple murder in my village. In the little, historic town of Kapunda on the edge of the Barossa Valley in South Australia, three streets away from my house, a family of three was brutally stabbed to death. No one knows at this stage who did it, or why it happened.

My family has had a house in Kapunda for 20 years now, and though we don’t live there permanently any more, it’s where we raised our children and where we go to “get away” from things, to think, and garden and relax.

Even though I no longer live there full-time, I’ve been shocked at how deeply this event has affected my psyche. Given that I neither know the family involved, nor am a permanent resident of the town any more, I almost feel guilty that I’ve been so deeply disturbed.

It’s not so much that I am a bit afraid now (though I am) but that its broken something, that it’s taken away a sense of community and security that I’ve always taken for granted, and now have to rethink and re-integrate.

It makes me ask things of myself : If I’d been there, surely at only three streets away, I would have heard something? Would I have done anything? Could I have helped? Would I have knocked on neighbours’ doors and galavanised some help for the family? Surely I would have rung the police? How can a family of three be brutally murdered and nobody heard anything or went to help? Why do we live in communities if they don’t provide protection and support? What does this mean about human nature or the modern world? I imagine that these are the things we are all asking ourselves.

Our family friend, who was once the local policeman in Kapunda, says that people don’t respond to things anymore because they are too afraid to get involved. This makes me almost as disturbed as the murders have.

What is the point of all the effort, money and time we put in in business and the general workplace building “teams” and developing “ teamwork”, if in our private lives, our sense of community is breaking down? A team is just a small community, with common goals, concerns and values. And a workplace is just a “village”, a reflection of the wider world. It’s a mistake to think that we can separate our public and our private lives. We can’t on the one hand want to work as a team at work (or indeed on the sports field) and on the other totally ignore our place as part of a community when we come home.

In a very real way, the world has become a “Global Village” which we all notice and understand. Nearly every day, I and most people I know, have contact with people all around the country and overseas. Our connections are instant and real. We email, talk, publish, read and write blogs, and generally interconnect in a way that has never been possible before. Most of us are energised by it.

This deep seated human desire and instinct to communicate and connect with each other has always made me feel reassured. It’s made me feel a very real sense of community and empathy for shared experience. It’s made me feel like I was part of something. As a species, our co-existing drive for competition is like icing on the cake, I think, in that it spices our underlying imperative for cooperation.

Without cooperation there is no community, and most certainly there are no teams.

This week, a murder in my village has rocked me deeply. Unlike the fictional and almost genteel murders of Agatha Christie or Midsomer Murders, a real murder in a village cuts at the heart of community, and affects us all.

Lynette Jensen

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* This is a personal view and does not necessarily represent the opinion, belief or policy of the company.

Leadership & Good Manners

November 4th, 2010

 

An email I received out of the blue recently from a person I’ve never met left me reeling for a couple of days, and started me thinking about manners in the modern workplace. With all the promotion of leadership courses and discussions about leadership strategies and characteristics these days, I realised we never hear mention any more of manners. And yet, if there’s one thing I’ve always noticed about leaders, it’s that they are always polite and gracious.

Manners are the small social rules and conventions that hold us all together. They “oil the cogs” of all our relationships and keep things running smoothly in organisations, families and personal relationships. My recent experience got me thinking about the characteristics of leadership, like good manners, that we should all, and probably do, recognise, but that are not “sold” or commonly taught anymore, most certainly not as part of a quick-fix package or course on the internet. A leader, and anyone else, should know that good manners stop unpleasantness and misunderstanding from happening, and bad manners get in the way of things running smoothly, and are therefore costly, both in human and financial terms.

It seems to me that “Leadership” is a bit like “Emotional Intelligence” (or poetry or art or charisma) in that we all recognise it, but it’s very hard to define. And, like Emotional Intelligence, Leadership seems be subject to fashion. When I was a school student, teachers were always talking about whether we had “leadership qualities” or not, but when I was a teacher myself, the prevailing wisdom frowned on anything thought to be anti-egalitarian. Now, in the workplace at least, the pendulum has swung again, and “Leadership” seems to be a hot (and lucrative) topic. But even if, as human beings, we can all recognise leadership, can we really define it simply, or market it?

I think perhaps we should go back to our deeper, more personal, psychological understanding of how we recognise, and indeed follow, leaders, so that we can learn valuable lessons from them, rather than thinking we can package a simple formula and sell it (complete with coloured circular charts – I’ve googled!). Furthermore, it’s probably a good idea to learn to recognise a leader, rather than following some jumped up “wannabe” who yells loudest, and who’ll lead us over a cliff in a crisis.

Understanding leadership is like understanding anything, its complex, subtle, sometimes subjective, and requires good observation and thinking. Developing leadership requires time and wisdom. One of our clients recently said that she’s noticed that real leaders are always calm in a crisis. I have noticed that real leaders are unpretentious, gracious and polite. What else does a good leader really have? : usually charisma, charm, often patience, and they inspire confidence and respect (and there are lots of other characteristics).

The point is, that leaders, by definition, have to have characteristics that make people want to follow them. In other words, their characteristics and conduct give them influence. I’m very sure that none of us want to follow impolite people who make us angry, insulted and incensed. So on a personal, and a business level, it doesn’t make any sense to have bad manners.

I think the conclusion might be, if we want to get to first base as a leader, we’ll have to begin with good manners!

Lynette Jensen

*This is a personal view and does not necessarily represent the opinion, beliefs or policy of the company