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In our recent conversation with Charles Spinosa, author of *Leadership as Masterpiece Creation*, we delved into the profound intersection of philosophy, literature, and management. Spinosa, with his diverse background as a philosophy professor, Shakespearean scholar, and management consultant, brought a unique perspective on leadership that challenges conventional business practices.
Leadership as Masterpiece Creation
Spinosa opened the discussion by likening leadership to the creation of a masterpiece, drawing inspiration from Shakespearean tragedies and philosophical giants like Nietzsche and Heidegger. He emphasized that the essence of these works revolves around the concept of "living your story"—and more importantly, the necessity of changing your story when required.
According to Spinosa, this principle is not just for individual leaders but is critical for organizations as well. Spinosa advocates for a deeper approach: one where the goal is to create good lives for both employees and customers. “You don’t sell goods; you’re selling good lives,” he stated, encapsulating his philosophy of leadership.
The Power of Moral Risk
One of the most compelling aspects of our conversation was Spinosa’s exploration of moral risk. He recounted a powerful story from his consulting experience with a European gas distribution network. Faced with the potential disaster of a gas leak in a multi-story building with inaccessible shut-off valves, the company's leader took a bold and innovative step. He deployed a balloon inside the pipes to temporarily stop the gas, despite unanimous opposition from his senior team. This decision, though risky, ultimately saved lives and revolutionized the company’s approach to innovation.
For Spinosa, true leadership lies in the willingness to take these risks, driven by a deep sense of responsibility and courage.
The Missing Ingredients: Courage and Truth-Seeking
When asked about what’s missing in today’s business environment, Spinosa didn’t hesitate: courage and truth-seeking. He observed that modern corporate culture often values agreeableness over courage, leading to a lack of bold decision-making. Spinosa recounted hearing from leaders who refrained from taking necessary actions because they feared resistance from others or lacked consensus. He countered this by asserting that the very reason one must take a stand is because no one else will.
Truth-seeking, the second missing ingredient, is about identifying and standing by what one believes to be true, even under pressure. Spinosa argued that leaders must prioritize truth over consensus. He illustrated this with a simple exercise: when under stress, instead of just calming down, leaders should first ask themselves, “What do I believe to be true here?” This approach fosters more authentic and effective decision-making.
Courage in the Face of Change
Our conversation also touched on the importance of improvisation and risk-taking in leadership. Drawing parallels with our background in improvisation, we discussed how practicing courage in a controlled environment—like improvisational exercises—can prepare leaders to take risks and speak truth to power in real-world scenarios.
Spinosa acknowledged the challenge of speaking truth to power, particularly in hierarchical organizations where there’s a natural tendency to align with the leader’s views. However, he emphasized the importance of having “no people” alongside “yes people” to challenge assumptions and push for better decisions.
Surprises in Writing the Book
When asked about the biggest surprise during the writing of his book, Spinosa shared a fascinating discovery. He initially believed that the moral risks he emphasized were situational—arising spontaneously from specific challenges. However, through his research, he encountered leaders like Julia Robertson, who strategically planned and executed these risks in a calculated manner to transform entire industries.
Robertson’s approach to revolutionizing the recruitment industry, by embedding a deep respect for promises in her organization, was a revelation for Spinosa. Her methodical risk-taking not only changed her company but also had a ripple effect across the industry, showcasing the power of moral risk in leadership.
Conclusion
Our conversation with Charles Spinosa was a deep dive into the philosophy of leadership, revealing how courage, truth-seeking, and moral risk are essential for creating organizations that are not just profitable but morally distinctive. Spinosa’s insights challenge leaders to rethink their approach, urging them to embrace the risks that come with standing up for what is right and true.
In a world where leadership is often reduced to numbers and strategies, Spinosa’s call for moral courage and truth-seeking is both timely and inspiring. It’s a reminder that true leadership is an art, one that requires not just skill but a deep commitment to living and creating a better story.
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Charles Spinosa is a management consultant with more than 25 years of experience. His consulting portfolio ranges from start-ups to Global 1000 companies. He is co-author of Disclosing New Worlds (MIT Press) as well as Leadership as Masterpiece Creation (MIT Press).
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