Yesterday, the Edinburgh Fringe closed its doors for another year. Like thousands of others, I loved it and while watching many incredible shows, I found myself pondering leadership. In particular, I was thinking about the principles of connected, collective, creative and courageous leadership that I explored with Louise Drake and Gillian Secrett in the Cambridge Institute for Sustainability Leadership (CISL) framework we co-authored.
It’s hardly surprising that the Fringe inspires. After all, it’s a global celebration of creativity, with more than 4,000 acts, many of which are profoundly personal projects. Different stories and voices. Different ways of seeing the world. And yet, so many echoes of those four leadership principles. But why and how? Let me illustrate through the example of the acrobatic group, Gravity & Other Myths.
Connected because it made me think about the role and impact of the individual within a much bigger system. To use my favourite Donella Meadows’ phrase, skilful acrobats have to listen to the wisdom of the system, to get the beat.
Collective on one level is obvious - the jumpers and the catchers need to work together. But there is also the alchemy between performers and the audience, and the creation of something unique at every show. Each show requires everyone to work together, delivering their best.
Creative because they enable us to see the world through someone else’s eyes. For example, when the “experiments”, in this case trying to perfect an acrobatic trick and failing, are part of the show rather than hidden from view.
Courageous. The courage alone deserved a standing ovation. The performers are breathtakingly exposed and vulnerable but they keep putting themselves out there. They don’t hide.
And how was my leadership showing up as I sat in the dark? The truth is I was often deeply uncomfortable. I found myself seeking out seats at the back, hoping I wouldn’t be picked on. I did not want to be singled out or invited onto the stage. Where was my courage?
What I learnt about leadership at the Fringe is twofold.
Keep seeking inspiration and create the conditions for others to do the same. We MUST dial up the connected, collective, creative and courageous in our leadership practice.
Get out of the metaphorical back row. Being visible means taking the risk of being challenged or asked to contribute.
If we want to have a positive impact, staying on the sidelines where it’s comfortable isn’t going to cut it. We all need to confront that front-row fear: being called upon, participating and failing visibly when that is what is required. Because snoozing by the exit won’t help us create the changes we need for a thriving society and a healthy planet.
So, here’s to taking the front-row seat. Even when we’re not quite sure what’s going to happen next.