dw2

Where does the power come from, to see the race to its end?

In the 2012 year of London Olympics, the 1981 film “Chariots of Fire” is poised to return to cinemas in the UK, digitally remastered. As reported by BBC News,

The film tells the true story of two runners who compete in the 1924 Paris Olympics despite religious obstacles.

It will be shown at more than 100 cinemas around the country from 13 July as part of the London 2012 Festival.

Starring Ian Charleson and Ben Cross, the film won four Oscars, including best picture, screenplay and music for Vangelis’ acclaimed score.

Although the film is 31 years old, producer Lord Puttnam believes the message is still relevant.  “Chariots of Fire is about guts, determination and belief…” he said.

This is a film about accomplishment against great odds. More than that, it’s a film about motivation that can enable great accomplishment. The film features athletics, but the message applies much more widely – in both business life and personal life.

I vividly remember watching the film in its opening night in Cambridge in 1981, and being so captivated by it that I returned to the cinema the following evening to watch it again. One part that has wedged deep in my mind is the question I’ve placed at the top of this article, which comes from a sermon preached by Eric Liddell, one of the athletes featured in the movie:

Running in a race… is hard. It requires concentration of will. Energy of soul… Where does the power come from, to see the race to its end? From within.

Liddell’s own answer involved his religious faith, including following the principle that forbade playing sport on Sundays. Viewers can take inspiration from the film, without necessarily sharing Liddell’s particular religious views. The general point is this: Lasting personal strength arises from inner conviction.

Anyone watching the film is implicitly challenged: do we have our own inner basis for lasting personal strength? Do we have a ‘Why’ that gives us the power to pick ourselves up and continue to shine, in case we stumble in the course of our own major projects? Indeed, do we have a ‘Why’ that inspires not only ourselves, but others too, so that they wish to work with us or share our journey through life?

In similar vein, the renowned writer about personal effectiveness, Stephen Covey, urges us (in his celebrated book “The 7 Habits of Highly Effective People”) to Begin with the end in mind and to Put first things first:

Are you–right now–who you want to be, what you dreamed you’d be, doing what you always wanted to do? Be honest. Sometimes people find themselves achieving victories that are empty–successes that have come at the expense of things that were far more valuable to them. If your ladder is not leaning against the right wall, every step you take gets you to the wrong place faster…

To live a more balanced existence, you have to recognize that not doing everything that comes along is okay. There’s no need to over-extend yourself. All it takes is realizing that it’s all right to say no when necessary and then focus on your highest priorities…

I was recently reminded of both Chariots of Fire and Stephen Covey when following up an assignment given to me by a personal coach. The assignment was to view the TED video “How great leaders inspire action” by Simon Sinek:

This talk features high on the page of the TED talks rated by viewers as the most inspiring. Watch the video and this high placement won’t be a surprise to you. I liked the video so much that I downloaded the audio book the talk is based on: “Start with Why: How Great Leaders Inspire Everyone to Take Action”. I’ve been listening to it while walking to/from work over the last few days. It’s been both profound and challenging.

Sinek’s central message is this:

People don’t buy ‘What’ you do, they buy ‘Why’ you do it.

To back up this message, Sinek tells a host of fascinating tales. He offers lots of contrasts, between individuals (or companies) that had a clear, inspiring sense of purpose (their ‘Why’), and those that instead became bogged down in the ‘What’ or the ‘How’ of their work. The former generated loyalty and passion – not so the latter. Examples of the former include Southwest Airlines, Harley Davidson, Starbucks, the Wright Brothers, Martin Luther King, and Apple. He also gives examples of companies that started off with a clear sense of purpose, but then lost it, for example due to changes in leadership, when an operational leader took over the reins from an initial inspirational leader.

Sinek repeatedly contrasts “inspiration” with “manipulation”. Manipulation includes both carrots and sticks. Both inspiration and manipulation can lead to people doing what you want. But only the former can be sustained.

One vivid example covered by Sinek was the leadership of Sir Ernest Shackleton of the 1914-16 Trans-Antarctic Expedition. According to Sinek, Shackleton gathered crew members for this expedition by placing the following advertisement in the London Times:

Men wanted for hazardous journey. Small wages. Bitter cold. Long months of complete darkness. Constant danger. Safe return doubtful. Honour and recognition in case of success. —Ernest Shackleton.

Another of Sinek’s example is how the Wright Brothers succeeded in achieving the first powered flight, beating a team that was much better funded and seemed to be better placed to succeed, led by Professor Samuel Pierpont Langley.

In Sinek’s view, it’s not a matter of having energy, or skill, or financing; it’s a matter of something deeper. It might be called ‘charisma’, or ’cause’:

Charisma has nothing to do with energy; it comes from a clarity of ‘Why’. It comes from absolute conviction in an ideal bigger than oneself. Energy, in contrast, comes from a good night’s sleep or lots of caffeine. Energy can excite. But only charisma can inspire. Charisma commands loyalty. Energy does not.

Energy can always be injected into an organization to motivate people to do things. Bonuses, promotions, other carrots and even a few sticks can get people to work harder, for sure, but the gains are, like all manipulations, short-term. Over time, such tactics cost more money and increase stress for employee and employer alike, and eventually will become the main reason people show up for work every day. That’s not loyalty. That’s the employee version of repeat business. Loyalty among employees is when they turn down more money or benefits to continue working at the same company. Loyalty to a company trumps pay and benefits. And unless you’re an astronaut, it’s not the work we do that inspires us either. It’s the cause we come to work for. We don’t want to come to work to build a wall, we want to come to work to build a cathedral.

There’s a bit too much repetition in the book for my liking, and some of the stories in it can be questioned (for example, the advertisement supposedly placed by Shackleton is probably apocryphal).

But the book (like the TED video) has a tremendous potential to cause people to rethink their own personal ‘Why’. Without clarity on this inner motivation, we’re likely to end up merely going through the motions in activities. We might even seem, from outside, to have many achievements under our belts, but we will (to return to Stephen Covey’s analogy) have climbed a ladder leaning against the wrong wall, and we’ll lack the power to inspire the kind of action we truly want to see.

I’ll finish with a few thoughts on what I perceive as my own ‘Why’ – To enable the widespread radically beneficial application of technology:

Technology, deployed wisely, can do wonders to improve the everyday lives of humans everywhere. But technology also has the potential to do very serious damage to human well-being, via unintended disruptions to the environment and the economy, and by putting fearsome weapons in the hands of malcontents.

As a technology super-convergence accelerates over the next 10-20 years, with multiple hard-to-predict interactions, the potential will intensify, both for tremendously good outcomes, and for tremendously bad outcomes. We can’t be sure, but what’s at risk might be nothing less than the survival of humanity.

However, with the right action, by individuals and communities, we can instead witness the emergence of what could be called “super-humanity” – enabled by significant technological enhancements in fields such as synthetic biology, AI, nanotechnology, and clean energy. Progress in these fields will in turn be significantly impacted by developments in the Internet, cloud computing, wireless communications, and personal mobile devices – developments that will ideally result in strong positive collaboration.

The stakes are sky high. We’re all going to need lots of inner personal strength to steer events away from the looming technology super-crisis, towards the radically beneficial outcome that beckons. That’s a cause worthy of great attention. It’s a race that we can’t afford to lose.