Category / learning

by Nathan Coumbe

Leadership as an experiment

The only way to become a leader, or to improve as a leader if you already are, is to treat everything like one giant science experiment.

Start with a hypothesis: “If I do/try/encourage _____, then ______ will happen/change/get better.”

What are you positing? What are you already presuming? Start with an observation you believe to be true.

Here’s an example:

“My employees feel disconnected from the company’s mission.”(Observation)

“If I meet regularly with them one-on-one to discuss what they believe is most important, then they will feel involved, supported, and I might get some really good ideas about how we can improve things around here.”(Hypothesis and potential solution)

At this point the experiment begins. Set parameters: what do “regular meetings” look like? What sort of questions will I ask? Am I prepared to listen empathically, to really understand how they feel and what they think matters?

You’ll gather data and attempt to put the ideas into practice (another experiment, perhaps). Test the ideas; observe what happens; use the information gathered to make changes as needed; repeat the experiment.

Think like a scientist.

If you think like a scientist, you don’t simply run the experiment and assume that it works. A scientist doesn’t hypothesize something, put on a blindfold, call the experiment a success, and move on to the next idea. The scientist tests, observes, measures, and solicits feedback. When you get that data, it will show either progress or regression – support for your idea or arguments against it. Use that data to adjust your hypothesis and experiment again, until it either works or becomes obvious that your hypothesis was wrong.

You are going to be wrong. Often.

There is only one way to avoid being wrong: don’t try to become a better leader. If you are willing to become a better leader, you must be willing to be wrong. Since you know you are going to be wrong, you need to become comfortable with honesty and transparency.

“This idea that I had, this new way of doing things, it didn’t work. I’m sorry. I was wrong.”

Humility and Trust

A leader must be humble and emotionally mature enough to admit errors and missteps. If you attempt to hide your failure, if you put the blame on anyone or anything other than yourself, if you pretend it all worked out when it’s obvious it didn’t, you will lose the trust and respect of those who serve under you. It will be very hard to get that back.

Think like a scientist. Test, observe, measure, and get feedback on your ideas. Experiment.

Most importantly, don’t ignore the data, and apologize when you’re wrong.

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by Nathan Coumbe

Be bad in public

Yesterday’s post talked about perfection getting in the way of your art. Today, I wanted to give a special thanks to John Cochran, Joey Panella, and Rebecca Smith for letting me get out of my own way.

When I was in my early twenties, I majored in Jazz Studies at the University of Southern Mississippi. My weapon of choice was the drum set, and I was pretty average.

I was learning from books, playing in jazz band rehearsals 3 days per week, and shedding in the practice room. Still, I was not great.

I wasn’t great because I had almost no experience.

For whatever reason, John, a guitarist, came to me and asked if I would be willing to play drums with him and the others in a weekly gig at a pub in Hattiesburg. I accepted.

It was not until I started playing 3 hours a day – not very well – every single Tuesday from 10pm-1am, in front of a live audience, that my skills as a musician truly started to develop. That was the experience I needed to truly begin developing as a musician. It was at that point that I began learning on what I needed to focus and develop, so that I would improve. And improve I did.

I say all of that to encourage you to do a few things:

  1. Be brave enough to practice, and suck, in public.
  2. Find a mentor or sponsor that will allow you to suck in public.
  3. Show up day after day whether you suck or not.

I’m not encouraging you to be bad at something for which you’ll never put in the effort to become excellent. I’m saying that you’ll have to be bad at something you want to do before you become good; it helps if you do it in public, and it really helps if someone supports you while you do it in public.

It’s the only way you will start learning what you need to learn.

Thanks John, Joey, and Rebecca.

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by Nathan Coumbe

The instrument is a means to an end

Instrument – noun 

  1. A tool or instrument; 
  2. a thing used in pursuing an aim; 
  3. an object or device used to produce musical sounds.

The purpose of an instrument is to accomplish a goal. Play a song; perform surgery; type a book; draw a sketch.

Why, then, do we spend so much time focused on learning the tool, the means to the end, rather than pursuing the end itself?

How ridiculous would it be for a surgeon to spend four years of her education learning how to use a scalpel? His end goal is to perform surgery, and the scalpel is simply a tool to help her achieve that goal. So she focuses on what he is trying to accomplish, rather than on the scalpel, and learns to use the scalpel to achieve the goal – helping the patient lying in front of her.

A drum set, trumpet, guitar, or violin is a tool used to create music. And yet, in conversations I’ve had with other musicians and from my own personal experience, an inordinate amount of time in the education of a musician is spent on technical exercises or non-musical experiences. 

I am not diminishing the importance of mastering every facet of one’s tool – a surgeon must be a master with a scalpel; a musician must be in total control of her instrument. But to focus on technique, on the instrument only, while ignoring the purpose for which it was created, is to learn only half of a craft. 

How different would an artist’s life be if every exercise or technical study was drawn from a major work in her field? What if, in learning a song, one created one’s own technical exercises that enabled mastery of the music being played, rather than technique for technique’s sake? 

Learn medicine, not scalpel technique.

Learn to create art, not how to use a pencil.

Lean to play music, not an instrument.

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by Nathan Coumbe

Getting the grade

Students are so driven to get the grade that they will cheat on tests and assignments. 

Why?

Because we’ve taught them that the grade, not the learning, is important. 

If all our emphasis is on the grade, then of course they are going to cheat. Or cram. Or do just enough to get by.

“Will this be on the test?”

What is the end goal of education? Is it getting good grades, or imparting knowledge, skills, and wisdom to students?

If it is the former, then don’t be surprised when students cheat, cram, and stumble their way through class. 

If it is the latter, if the “why” behind education is learning rather than grades; encouraging curiosity and leadership rather than compliance; expect to gain willing enrollment from those in your charge. 

What is school for?

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by Nathan Coumbe

Teach someone else

Do you want to know how to retain anything you, yourself, are trying to learn?

Teach someone else.

A teacher, after all, is nothing more than a professional learner. Any teacher worth her salt will tell you that the greatest learning comes when one knows one will have to teach the material being learned to someone else.

The next time you find yourself reading a book, taking a course, or watching a video lecture, imagine that the reason you are learning the material is so that you can teach it to a small group of people in 48 hours.

Better yet – actually teach it to a small group in 48 hours. If you can’t get a group together, then teach a few people individually. If that is impossible, then write a blog post, or record a quick video lesson, and publish it.

“To know, but not to do, is really not to know.”

–Stephen R. Covey

To know and to do, but not to teach? Well, that’s just not right.

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