By Jeff Bell.
In music and poetry, a pattern of unstressed and stressed syllables creates the drive to a piece, the rhythm. Nineteenth century poet Robert Browning was a master:
I sprang to the stirrup, and Joris, and he;
I galloped, Dirck galloped, we galloped all three;
‘Good speed!’ cried the watch, as the gate-bolts undrew;
‘Speed!’ echoed the wall to us galloping through; *
In running and swimming and horse riding, the accomplished athlete discovers the rhythm of the basic action, combining it with the optimal power to achieve high efficiency. Power without rhythm comes to a shuddering halt.
There is also the rhythm in breathing, without which the body’s system is also inefficient. The heart beat has an unstressed/stressed rhythm–da-DUM, da-DUM, da-DUM.
On the other hand, routine is performed as part of a regular procedure rather than for a special reason. All syllables have the same emphasis, or lack of it. You have heard the heart monitor as it flat-lines? Routine is like that.
In business and leadership it is a sequence of actions, regularly followed. A task, a drill–repeated so often that it is passed down to muscle memory and will usually be performed subconsciously. It may well serve a function, but there will be no deep intent or emotional reward. Indeed that original function, may be forgotten or even no longer useful.
When they speak of such a routine, people will say “This is the way we’ve always done it.” They will seek to preserve it and resist suggestions or attempts to change it. There will be a deeply felt comfort in retaining it. Newcomers, if admitted, will be instructed to slavishly follow it–and warned to leave it alone.
In such a work environment, the whole day may be full of routine tasks. The outcome of such tasks will be less important than the comfort it provides for performing them (to the standard chosen) by the performer.
The whole organisation may be sleep-walking through their working hours–there is orderly activity, but for what purpose? And for what sub-optimal outcome?
When we have no upbeat or downbeat, we have monotone. Routine is boring, it’s draining, it’s hard to bear. It’s trivial, static and rigid. It’s about scarcity and decline.
So, how do we create rhythm in business and leadership?
Our values and our purpose will be the wellspring of such initiatives.
Values are what matter most to us—what is important in life. My thesis is this: Thoughts create beliefs from which we develop values which drive behaviours, the outcome of which is trust. From the smallest transaction to the biggest strategy, trust is essential.
And purpose—usually the raison d’être of the business is that it makes a satisfactory financial return for the owners. However, there is also an emotional dimension—when people are proud of being there. You can secure everyone’s trust by working on both dimensions.
Whether it is a task, an event, a project or a whole-of-business strategy:
- It starts with a drive to create something new and beneficial.
- This drive may come from anyone in (or outside) the organisation.
- It will be highly relevant to and serving the organisational purpose.
- It will be approved, endorsed and resourced by the organisation’s leadership.
- Those recruited will become invigorated by the promise of it.
- It will build its own energy and momentum as it goes.
- Its direction may be altered, its outcome may be redefined as required.
- It will be concluded and integrated into the life of the business.
Rhythm’s chief outcome will be engagement–that is,a deep psychological connection. The deepest engagement is known as flow, which is a single-minded immersion or an optimal state of concentration on a significant task.
Through its flexibility and adaptability, it creates innovation and growth.
And no voice but was praising this Roland of mine,
As I poured down his throat our last measure of wine,
Which (the burgesses voted by common consent)
Was no more than his due who brought good news from Ghent. *
Routine aside, we can rise on rhythm.
*How They Brought the Good News from Ghent to Aix.