Among the many sculptures and works of art in Washington DC is a piece titled “The Awakening”, a large aluminum sculpture of a man struggling to get up or consumed by the Earth. Created by J. Seward Johnson Jr., the sculpture has attracted many visitors since it was first installed at Haines Point in 1980 as a temporary display. Since then, it has moved to a permanent location in National Harbor. Not bad for a “temporary” job that doesn’t represent anyone on horseback.
What intrigues me about “The Awakening” are the many interpretations of its meaning, or what Johnson was trying to say. The “experts” are always ready to explain the artist’s intentions and there are all kinds of explanations as to what the work means. However, the best thing is the explanation of the artist himself in an interview I read a few years ago in the Washington Post. In short, he said it didn’t really have any particular meaning; he just liked the way it looked.
I see three lessons in “The Awakening” for leaders. First, it is a normal human tendency to assign our own interpretation to the things we see or experience. If we all saw everything the same way, life would be pretty boring! That is a critical point that leaders must understand. It is also one of the basic ideas for embracing diversity in the workplace. I mean real diversity, not just accepting different races, genders, or nationalities. Rather, leaders must understand that each person is just that; an individual person.
Each interprets things in their own way based on their own experience and, frankly, the way their brain is wired. A smart leader takes advantage of that, even looking for those different interpretations. Here’s another point. While each individual is different, there is probably someone else, or many people, who see things the same way. So when you don’t take one person’s point of view into account, you may be rejecting the opinion of many others who haven’t spoken, perhaps a key customer or customer!
The second lesson for leaders is that it is very easy to make things more complicated than they ever should be. In my years of hands-on experience with strategic planning, I found that a relatively simple process was becoming increasingly difficult due to the constant reinterpretation of the basics, the creation of new planning processes, and new “mandatory” steps they made. than the idea of creating a strategic plan somewhat akin to nail pulling. In the same way, the concept of leadership has taken on an incredibly complex life of its own with all kinds of complex interpretations, formulas and models. While practicing leadership can be a difficult calling, basic tenants are pretty straightforward: know where you’re heading, follow your compass and inner values, and treat other people well.
The third lesson is simple. If a leader wants people to see what he or she sees, they will often be disappointed. But the leader can help people understand what he sees. Many times it is important for the leader to ensure the expected result. However, keep in mind that once something is clearly defined, the possibility of individual interpretation disappears. How popular would “The Awakening” be if there were a sign that said
“This is ‘The Awakening.’ It’s a sculpture by J. Seward Johnson Jr.
He created it because he thought it looked good.
and it doesn’t give it any meaning. “
Of course, there are appropriate times for a clear and concise direction. But the skillful leader will also seek and appreciate the interpretations of those who receive that direction.
The next time you arrive in Washington DC, stop at National Harbor and watch the awakening. Ask some of the people who are there what it means to them. They agree? Probably not. Now apply that to your leadership.