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Master and Commander Because I live beside the Chesapeake Bay and spend much of my free time aboard a
sailboat, I tend to see sailing metaphors wherever I look. As it happens, sailing is a great metaphor for self-management – the topic we’ve been exploring in this newsletter in the past few months. There you are, the stout little boat, tossed around on the seas of a turbulent world…etc. etc. etc. etc. You get the picture. Using the lens of a sailor, let’s take a look at some distinctions that will illuminate the
work of self-management. Let’s begin with the distinctions among understanding, competence and mastery. People tend to use these words interchangeably, and to mistake one for another. Smart people – and those who manage big projects and run large organizations generally are smart – seem to confuse them all the time. Turning to the dictionary, I found the following definitions: Understanding: The quality or condition of one who understands a thing;
knowledge; discernment; comprehension; interpretation; explanation. Competence: The state or quality of being adequately or well qualified physically and intellectually; a specific range of skill, knowledge, or ability. Mastery: Possession of consummate skill; great skillfulness and knowledge of some subject or activity.
So, “understanding” for our hypothetical sailor might be the knowledge she has acquired
from reading about boats and seamanship, perhaps going out on other people’s boats and watching closely what they do to trim the sails and chart a course. “Competence” might be the skill she acquires from a thorough course in sailing and seamanship, including qualifying time on the water with an instructor; or it might be the specific level or range of sailing skill for which she receives certification – “Captain”, “First Mate”, or “Crew” for example.
“Mastery”, though, is something else altogether. It’s not that hard to understand how a sailboat works. It’s trickier, but quite attainable with training and practice, to become competent as a sailor. Sailing is a skill, a set of skills really, something that you have to embody and not simply study. To achieve mastery – in sailing or in any endeavor – you must acquire the ability to execute your skills under pressure. So the distinction
between competence and mastery for our sailor could be the difference between taking a leisurely sail across the bay on a lovely Sunday afternoon, and bringing the boat and all its crew safely back to the dock in a treacherous thunderstorm that blew up from nowhere (as they tend to do on the Chesapeake in the summer.) And that’s hard, even if you understand the fundamentals of how a sailboat works.
But my linguistic research also yielded a darker side to “mastery”, a meaning rooted in war or competition: the status of master or ruler; control; power to dominate or defeat; dominion; command; supremacy; superiority. It’s the meaning behind all those stirring stories about “mastery of the seas.” There is a link, though, between this kind of command, and the command signified by “possession of consummate skill.” Our sailor
in her thunderstorm had to be able to take command not only of her vessel and its crew, but more importantly, of herself in the face of powerful and uncontrollable forces of nature. So if mastery is the ability to execute under pressure, then surely a key component of mastery is self-mastery -- self-control, self-discipline, self-regulation, and self-restraint. Self-mastery is really the next step beyond self-management, when we are able, with
conscious intention and after tireless practice, to take command of the self no matter what the situation. Are you satisfied with “understanding” or “competence” as a leader? What if you could achieve mastery instead? If you’ve got a big challenge confronting you now, or you just want to get better at self-management to prepare for future challenges, let’s talk about how coaching can work for you. Call (410)626-6008, or email info@bloomfieldassociates.com. 
To achieve self-mastery, according to both ancient philosophers and modern experts on self-development, you need to practice a discipline. Here’s how one coach describes it: “A discipline is something you do every day, without expecting a result in return. You do it for the sake of the discipline. It can be anything. Exercise, meditation, writing. Select something and do it each day. The
learning and growth comes when you are able to maintain your discipline whether or not you feel like it. To practice a discipline leads to being disciplined.” Copyright © 1999-2004, Barbara Braham, 1143 Neil Avenue, Columbus, Ohio 43201. Phone: (614) 291-0155
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Employers have to spend more than $3 billion annually to improve the writing skills of their employees, according to the College Board's National Commission on Writing. “The MBA was first introduced in 1908; it last underwent serious revision based on two reports published in the late 1950s. Business schools pride themselves in teaching about new product development and strategic change, yet their flagship, the MBA, is a 1908 degree with a 1950s strategy.” From Managers Not MBAs by Henry Mintzberg. According to the Gartner Group, more than 70 percent of IT budgets are spent on service and support. 
Co-opetition Among Internet cognoscenti, a joint-venture relationship is often referred to as "co-opetition." By co-operating with competitors, the expectation is that your business can be more successful than with direct competition. 
 Speak the Truth and Point to Hope: The Leader’s Journey to Maturity, by Lisa J. Marshall. What I like about it: In this presidential election season, it
is refreshing to read such a reflective and inspiring book on leadership. The author’s concept of a truly “mature leadership” offers a bold new vantage point from which to judge the leadership most of us settle for not only in politics, but in organizations as well.
Beth Bloomfield
Executive Coach, Strategy Consultant
Principal, Bloomfield Associates And a bonus recommendation…
Master and Commander: The Far Side of the World
— the movie! What I like about it: It’s a great, rollicking tale of adventure on the high seas, produced with loving attention to historical detail. And, it’s a pretty good study of leadership to boot. Share what you’re into — books, articles, movies, music, websites — with others on the list! Send us the title and author or other pertinent information, along with a sentence or two on what you like about it, and if we use it
in A Different Optic we’ll not only quote you, we’ll provide a link to you or your website. |
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“Put your effort into controlling the sail, not the wind.”
— unknown
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If you’re a naval history buff, join us for a unique fundraising event from 6-9 p.m. on Saturday, October 30, 2004, aboard the historic USS Constellation, which will be docked at the United States Naval Academy in Annapolis. This will be the first time the ship has been back to Annapolis since she left for Newport in 1893.
Proceeds from the event will benefit both the Annapolis Maritime Museum and the Chesapeake Chapter of the U.S. Lighthouse Society, which have joined together to preserve, maintain, and operate the Thomas Point Shoal lighthouse, located a few miles offshore of Annapolis. Bloomfield Associates, LLC is a sponsor of the lighthouse project. Click here for more information. Beth Bloomfield will be the featured speaker at the November 11 meeting of the Institute of Management Consultants, National Capital Region. The title of her presentation is “Mastering Your World: Secrets of
an Executive Coach”; come to this interactive program with a current challenge you are facing in managing your work or your consulting practice, and be prepared to get some on-the-spot coaching. We will also explore how you can fit executive coaching as a value-added service into your own offerings to your current and prospective consulting clients. Beth will also present a similar
program at the November 17 monthly breakfast meeting of the Annapolis chapter of Women in Insurance and Financial Services (WIFS). For more information, call Diane White at (410) 263-2492. | | |
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