The Value of Not Knowing

One of the most valuable lessons I’ve learned early in my 40s is that there is so much that I still don’t know.  Thinking about this as a young professional would have threatened my confidence; As an older (hopefully wiser) version of myself, this motivates me to do some digging.

I’m always on the hunt to uncover insights, stories, and information that will help me grow as a professional, learner, father, and husband.  While reading has been a valuable tool to lifelong learning, I find there is no comparison to the fluidity of conversations with others.

However, not all conversations are equal.  The “others” that I have found to be most valuable to bring into conversation usually possess one or more of the following attributes:
They are genuinely curious.
They are assertive and honest in a way that challenges thinking.
They aren’t ashamed of their mistakes; they share the steps that led them there and what led them forward.
Conversations with them lead to new resources: people, books, and/or reflections.

They’ve determined how to set hard goals, failed at many, succeeded at some, and are able to concisely tell those stories.

Engaging in conversations with folks that have even one or two of the above often leaves both parties feeling energized and often with a clear problem-solving advantage to see an old problem with a new perspective.
Our company’s growth (CNS Companies) has been rapid and exciting.

Our leadership team has developed principles to champion this growth responsibly, leading to the principle “Elite Input/Output,” recognizing that pride gets in the way of being open to new perspectives.  That same destructive pride often means that stakeholders (both internal and external) receive a subpar experience.  So, the question becomes, “where do you find this type of person?”

Enter, Leadership Lancaster Executive Class!  It is advertised to be designed around busy leaders who don’t want a diluted version of the full core class, but rather the most potent components.  During my program I was introduced to decision-makers across Lancaster County.   While each speaking organization had varying levels of alignment to what we set out to accomplish at CNS, the common question I could always count on unifying us was, “how do we continue to innovate, grow in efficiency, and get at least 1% better each day for the people we serve?”

Of greatest value, however, was the informal conversation with the other Executive Class participants.  Our roles ranged from Financial Advisor/Partner, Superintendent, Executive Director, Senior Vice President, CHRO, CEO, to any other senior position you might be able to imagine.  It was rare, however, for those titles to ever come up, save the first day of introductions.  The margins of time in-between sessions were filled with debate, insights, ideas, and encouragement.  Each of us were engaged in an eight-week “think tank” that created an immediate benefit of “iron sharpening iron,” and a long-term benefit of networking.

Mike Krzyzewski (“Coach K” of Duke) has been known to speak on the topic of “getting on the right bus,” a story that is related to the business principle popularized by Jim Collins (author of Good to Great and Built to Last).  He shared that his mother told him to be sure to “get on the right bus,” a week or so before his first day of high school.  Upon responding that, “of course he’d get on the right bus,” she clarified that she was talking about the bus of life.

To paraphrase, she noted that the people you bring along with you on the bus of life will shape you and your direction; so, be careful when selecting your companions.

I’m grateful to Leadership Lancaster for providing the space and structure to allow me to share a “bus” of caring, committed, and hungry professionals during my Leadership Lancaster Executive Class.  They provided me with insight, intelligence, laughter, and renewed excitement that there is still so much I have yet to learn.