using the power of resonant metaphor to increase leadership

Using the Power of Resonant Metaphor to Increase Leadership Effectiveness

Dennis N.T. Perkins, Paul R. Kessler, and Jillian B. Murphy

This article first appeared in the International Journal of Coaching in Organizations, 2009 7(2), 19-42. It can only be reprinted and distributed with prior written permission from Professional Coaching

Publications, Inc. (PCPI). Email John Lazar at [email protected] for such permission.

ISSN 1553-3735

2009

© Copyright 2009 PCPI. All rights reserved worldwide.

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using the Power of resonant Metaphor to Increase leadership EffectivenessDennis N.T. Perkins, Paul R. Kessler, and Jillian B. Murphy

Leaders and their coaches often use stories and images to communicate important messages. While many are aware that metaphors can be powerful, the precise reasons for their effectiveness may be less obvious. This article offers a framework for understanding the nature of metaphors; the reasons why metaphors have such a significant impact on human behavior; and the special characteristics of metaphors we characterize as “resonant.” The authors demonstrate how resonant metaphors – vivid, emotionally charged images and stories – act as powerful lenses that influence the way people see the world, themselves and others. Using case studies drawn from their experience as coaches, Perkins, Kessler, and Murphy outline approaches to finding and using resonant metaphors, and we list some important caveats for their application. By drawing on the power of resonant metaphors, coaches and the leaders they advise can increase their effectiveness and produce consequential change.

Shaun1hadabigproblem.Theformidable,well-respectedCEOof a powerful financial services company in Manhattan, Shaunhad just made the case for a major strategic initiative. It was amovethathebelievedcouldchangethefutureof thefirmforyearstocome.Butstaringintothefacesof hisseniorteammembers,hefelthisenergydrainedbytheirfrownsandhesitantexpressions.

Shaunknowsit’sirrational:Herecognizesthatsomepeopleareslow to warm up to new ideas that they eventually embrace.He knows he’s fallible and in principle, he welcomes a well-foundedcritique.Inpracticehowever,anyperceivednegativitybecomesadistractingsourceof anxietythatsapshisenergyandenthusiasm.

Over lunchwithhiscoach,David,Shaunsharedthis latestsetback.Davidponderedthesituation:Hewassittingacrossfroman exceptional executive—a dynamic leader with intellectualbreadth and a unique ability to move from strategic clouds totacticalweeds.Hewasacommandingpresenceintheboardroomwithaboomingvoice,yetauthenticallyinterestedinthepersonaldetailsof others’lives.“Aremarkableindividual,”Davidthought.“LikeSuperman.Yes,almostexactlylikeSuperman!”

Shaun’sabilitieswere soexceptional that theword“super”wasbynomeansahyperbole.Yet,whenfacedwithcriticism,Shaunfelttheenergydrainfromhisbody.CriticismhadthesameeffectonShaunthatKryptonitehadonSuperman.Inthecomicbook

1Wehavechangedallthenamesof individualsandorganizationstoprotectourclients’identities

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series,thisfictionalgreensubstance–originatingfromtheplanetKrypton – robbed Superman of his strength. It was an aptmetaphor.

Davidthoughtforaminute,thenremarked:“Shaun,yourteam’snegativityisyourkryptonite.You’vegottofigureouthowyou’regoing to get it into a lead box before it depletes your super-powers.”Shaunhesitated foramomentandthen laughed.Theimage of Superman sinking to his knees in the face of greenkryptonitewascomic,butthemetaphorworked.Shaunrealizedthatunlesshecouldcompartmentalizehisfeelings,hewouldlosehiseffectivenessasaleader.

The kryptonite metaphor became an ongoing point of conver-sation, and an important tool that enabled Shaun to managethevulnerability triggeredbyscowlsandcriticism.Hesharedthe story with his chief of staff, who found a box containing agreen kryptonite-like marble. To this day, Shaun keeps the boxonhispianoathome,withthelidclosedtopreventtheescapeof the toxic rays.AndDavidcreatedaplasticwalletcardwith thewords,“SayNotoKryptonite”thatShaunhasinhishomeofficeasareminder.

Thisone imagedidnot,by itself,magically solveallof Shaun’sproblems.Butitdidmakeitpossibleforhimtotakeasignificantstepforwardinincreasinghiseffectivenessasaleader.

WHat EXactlY Is a MEtaPHor?Metaphorsareeverywhere.Onearticle(Sherman&Freas,2004)describes the world of executive coaching as “the Wild West;”another (Olalla, 2008) portrays “the dance of coaching.” Anassociation (Human Resource Planning Society, 2008) declaresthat “the CEO is the rock star of business.” One newspaper(McCracken, Luccheti, & Kelly, 2008) tells us about “TheWeekend That Wall Street Died,” and another (McKay, 2008)asks,“CanNewCEOPutFizzBack inCoke?”and informsusthat he “Takes Helm This Week with Plans to Recharge U.S.Carbonated Drink Sales.” As if this weren't enough, a bookcalled Who Moved My Cheese? (Johnson, 1998) has become aninternational bestseller. Metaphors are everywhere, but whatexactlyarethey?

ThewordmetaphorcomestousfromtheGreekwordmetaphora, andthetranslationmeans,literally,“tocarryover,totransfer.”Intheirseminalbook,Metaphors We Live By,GeorgeLakoffandMarkJohnson(1980)offerahelpfulwayof conceptualizingmetaphors:“Theessenceof metaphorisunderstandingandexperiencingonekindof thingintermsof another.”

Assuch,ametaphorconnects twodifferentobjectsorconcepts,tellingus thatone thing is, in fact, another.Metaphorically, the

Clearly, we rely on metaphors not only to transmit ideas, but also to communicate them in a memorable and engaging form.

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unregulatedworldof executivecoachinghasbecomethechaotic,untamedwesternfrontier.Asearchforqualifiedcoachestriggersa “stampede” of applicants “kicking up dust.” The CEO, withcelebrity status, becomes a rock star surrounded by screamingfans.Andfinancialinstitutionsdon’tjustgobankrupt;theyflameout,tank,gounder--ordieapainful,metaphoricaldeath.

Metaphorshavebeenstudiedextensivelyinlinguistics,philosophy,psychology, science and education, and much has been writtenabout the use of metaphors as a literary device (Andreas &Faulkner, 1994; Leary, 1990; Margolis, 1957; Morgan, 1986;Ortony,1993).Asa result, scholars sometimesmakedistinctionsthatarelostonthelayperson,and–asinotheracademicrealms–expertscandisagree.BuildingonLakoffandJohnson’sdefinition,however,weusethetermmetaphorforany symbol, phrase, or story in which we understand and experience one kind of thing in terms of another.

Our intent in this article is to illustrate thevalueof metaphorsasameansof increasingleadershipeffectiveness,nottopresenta comprehensive description of the many aspects of metaphorusage.Thisbeingsaid,itmaybeusefultoprovidesomecontexttoexplainourperspectiveontheuseof figurativelanguage.

Figurativelanguagecomesinmanyforms,butmetaphor,analogy,andsimileareperhapsthemostfamiliar.Anopensimilestatesanexplicit comparisonusing thewords“like”or“as.”For example,saying“Acoachingclientislikeadancepartner”createsasimile.If we say thata coaching relationship in someways resemblesadance, we have drawn an analogy. An analogy often highlightssimilaritiesbetweentwothingsbutalsorecognizestheirdifferences.

common forms of figurative language

• Allegory:Astorythatissymbolicallyrepresentativeof alargerabstractconcept.Afableorparable isashortallegorywithaclearmoral (e.g.,Aesop’s fable,The Boy Who Cried Wolf,teachesyoungchildrenaboutthedangerof lying)

• Analogy:Acomparisonthatreliesonlogicalinferencetoshowthatpartof onethingresemblesanother(e.g.,theworkinghumanbrainissimilartoacomputer)

• Metonymy: The substitution of one word for another word with which it isassociated(e.g.,thepressforthenewsmedia,ortheovalofficeforthepresidency)

• Simile: A comparison between two things using the words “like” or “as” (hereyeswerelikediamonds)

• Synecdoche:Afigureof speechinwhichpartof somethingisusedtorefertothewhole(e.g.,“allhandsondeck.”),orinwhichawholeisusedtorefertopartsomething(e.g.,“Canadawonthehockeygame.”)


Butif weweretosay,“Acoachingclientisadancepartnerandacoachingprocessisadance,”we'veconstructedametaphor.We'renotsayingthatonethingislikeanotherortheonethingresemblesanother.Wearesayingonethingreally isanother,andhavetransferredthemeaningfromdancingtocoaching.Themetaphormakesamorepowerfulstatementthanitsfigurativecousins.

WHY do WE carE so MucH aBout MEtaPHors?Metaphorsarecolorfulandtheymakegoodnewspaperheadlines.But metaphors are more than words. As Lakoff and Johnson(1980)haveargued,metaphorsare“containersformeaning”thatchangethefundamentalwayinwhichweexperiencetheworld.

Though we may not realize it, we all use metaphors to makesenseof ouroften frenzied lives.Webuildmentalmaps toorganize the intricate details of our daily realities - to simplifythe complexities. One person wakes up early to prep for a bigmeetingthinking,“HowcanIwinthisrace?”Anotherenvisionsa contentious compensationdebateasawrestlingmatchwithaloudmouthedopponent.Thoughunconscious, these imagesandmetaphorschangethewayweperceivetheworld.

Many metaphors incorporate imagery or sensory qualities thatgive them power lacking in ordinary, literal language. Whenwe hear that boxer Rubin Carter was nicknamed HurricaneCarter, we visualize the speed and ferocity of his fighting style.Consciously or subconsciously, we may connect the word“Hurricane”withourrealorimaginedexperienceof hurricanesas powerful noisy, fast, frightening and destructive. Metaphoryokesrationalitywithimagination.

Violent Phrase AlternativeKilltwobirdswithonestone Gettwoforthepriceof oneThere’smorethanonewaytoskinacat TherearedifferentwaystosolveaproblemTakeastabatit Goforit!Getawaywithmurder AvoidconsequencesIt’sanuphillbattle It’snexttoimpossibleYou’redeadmeat You’reinserioustroubleKickitaround ConsidertheoptionsThat’salowblow That’soutsidetherulesHitthemwhereithurts FindtheirvulnerabilityCrashtheparty ShowupanywayShootyourself inthefoot UndermineyourownpositionHitthecomputerkey PressthecomputerkeyBlowoutof thewater Reducedtonothing

table 1. life without metaphors

Source:Harper’s Magazine.(1995,February14).Skinningcats,nonviolently.


In someways, it is easiest tounderstandwhymetaphorsare soimportantby trying to imagine lifewithout them (seeTable1).Thislistof “violent”or“militaristic”phraseswaspublishedbyateacher’sassociationintentonreplacingviolentimageswith“catchynonviolentalternatives”(Harper’s Magazine,1995).

Whilethegoalof theteachers’associationiscertainlyadmirable,a brief look at the list reveals the problem: the language maybe peaceful, but the alternatives are overwhelmingly weak, andanything but catchy. Clearly, we rely on metaphors not only totransmit ideas, but also to communicate them in a memorableandengagingform.

Itishardtooverstatethepowerof metaphor,anditisdifficulttofindabetterillustrationof it’seffectivenessthaninthepresi-dencyof AbrahamLincoln.Inhisanalysisof Lincoln'slegacy,historian James McPherson (1991) argues that Lincoln “wonthewarwithmetaphors.”

McPherson contends that Jefferson Davis, who had benefitedfromthebestAmericanschools,wasdrawntowardabstractionsandplatitudes.Agraduateof WestPoint,Daviswas trained inrhetoric, logic, literature, and science. He was well-read, couldwrite logically,andhecouldquote leadingauthorities.Whathecouldnotdowellwaselicitenergyandenthusiasmonthepartof hisfollowers.

Lincoln, by contrast, had only a year of formal schooling.Essentially self-taught,Lincolnworkedon farms, split rails, andspenttimeinruralcommunities.Hisfavoritebookswererichinfigurativelanguage:theBible,Aesop's Fables,Pilgrim's Progress,andShakespeareanplays.

Lincoln's speeches and writing were filled with images, and hewas famous for telling stories. Some disapproved of his livelytales – considering it undignified or, perhaps, un-presidential –yet,Lincolnwasundeterred.Hisgoalwastoreachandinfluencecommonpeople,nottoimpresshispeers.

Lincoln’s metaphorical prowess was used to good effect incommunicatingwithhiscommandinggeneralsduringtheCivilWar.Inoneinstance,Lincoln(2008)telegraphedGeneralHookertosay,“If theheadof Lee’sarmy isatMartinsburg,and the tailof it isonthePlankroadbetweenFredericksburgandChancellorsville,theanimalmustbe very slim somewhere.”Therewasnomistakinghismessage:‘Findthevulnerablespotof theanimalandattack.’

Lincoln'sabilitywithlanguageisexemplifiedbyhisnowfamousspeech at the Springfield, Illinois statehouse. Speaking before athousanddelegatesfortheRepublicanStateConventionin1858,Lincolndeclared,“Ahousedividedagainst itself cannotstand.”

While there were certainly other leadership qualities that enabled Lincoln to be an effective president, his ability to state complex ideas clearly, and connect with people through the use of stories and metaphors was a significant advantage over Davis.

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Hebelieved,asweknow,thatthecountrycouldnotendurehalf slaveandhalf free.Hisspeechwas impassionedandpersuasive,often eloquent. But the image that captured his stand againstslaveryistheonethatprevailsinourmemory:thevividmetaphorof ahousedivided.

WhiletherewerecertainlyotherleadershipqualitiesthatenabledLincoln tobeaneffectivepresident,hisability to statecomplexideasclearly,andconnectwithpeoplethroughtheuseof storiesandmetaphorswasa significantadvantageoverDavis.PerhapshistorianDavidPotter’ssuggestion(1960)that“if theUnionandtheConfederacyhadexchangedpresidents,theSouthmighthavewonthewar,”doesnotseemsofarfetchedafterall.

Wecareaboutmetaphors,then,becausetheyarefundamentaltothewayweconstructtheworld.Theyserveasabridgetothosearound us – they enhance our ability to understand, commu-nicateandinfluence.

tHE Most PoWErFul MEtaPHors “rEsonatE”In our work, we use the term resonant metaphors to characterizemetaphors that make the deepest, most powerful connections.Theyarethemetaphorsthatmakeadifference.

Perhapstheconceptof aresonantmetaphorisbestexplainedbyexploringthemeaningof thetermresonance.Inphysics,mechanicalandelectricalsystemsoscillateatmaximumamplitudesatcertainfrequencies–theirresonantfrequencies(Merriam-Webster,1983;Daintith,2009).At these frequencies,evensmallperiodic forcescan produce increasingly larger amplitude vibrations, becausethe system stores vibrational energy. Resonance occurs with alltypes of vibrations or waves, but perhaps the clearest exampleis thatof acousticresonance.Anobject, say,aguitarstring,hasinherentnaturalfrequenciesof vibration.Iteasilyvibratesatthosefrequenciesandlessstronglyatothers.

Wehavefoundtheconceptof resonancetobeextremelyusefulinthinkingaboutthemetaphorsthataremosteffectiveforexecutivecoaching and leadership development. From this perspective, aresonant metaphor is one that produces the greatest “natural”impactforanindividual.Webelievethatresonantmetaphorsarecharacterizedbythefollowingkeyfeatures:

• They are vivid. Thoughmetaphorsareclearlypartof oureverydaylanguage,resonantmetaphorsstandout from the pack; they are “fresh.” Consequently,theyriseabove thenoise,getpeople'sattentionandaffectthewaytheyseetheworld.

Native metaphors resonate because they are already part of the person’s psyche. But a novel metaphor with the right characteristics can be imported or “adopted,” and ultimately incorporated into an individual’s personal mosaic of resonant images.

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• They make a deep, personal connection. Thisconnectionoftenoccursbecausethemetaphor isassociated with a memorable experience in the lifeof theindividual.

• They are often shaped by physical experience and embodied in who we are. Becauseresonantmetaphors are embedded in our neural structures,theyare inextricably linked toour emotionsandfeelings.Thoughwemaynotbeawareof theirpower,these metaphors strongly influence the way we see,feel,andbehave(Lakoff&Johnson,1999).

• They provide a useful set of “lenses” for looking at a situation or challenge. Resonantmetaphors don't exist in a vacuum. We can usemetaphorsastoolstohelppeopleandorganizationsseethingsinanewandmeaningfulway.

• They have staying power. Wearemostinterestedinfindingmetaphorsthatnotonlyresonateinthemoment, but are valued and sustained in memoryovertime.

Resonant metaphors can be “native,” or they can be “novel.” Native metaphors are resident within an individual's personalor cultural experience; they are preexisting and waiting to bediscovered. Novel metaphors are fresh, beyond the realm of aperson'sexperienceortypicalwayof construingtheworld.

Nativemetaphorsresonatebecausetheyarealreadypartof theperson’spsyche.Butanovelmetaphorwiththerightcharacter-isticscanbeimportedor“adopted,”andultimatelyincorporatedintoanindividual’spersonalmosaicof resonantimages.

A final point about resonant metaphors: while we think of resonant metaphors as having these key features, the conceptisn’t binary. We believe that metaphors can have degrees of resonance.Themostpowerfulimagesareonesthatpossesseachof thecharacteristicswehaveoutlined,butresonantmetaphorscan strike softer chords and still be highly valuable for coachesandleaders.

HoW rEsonant MEtaPHors can BE usEdEstablish rapport Therearemanywaystoopenchannelsof communicationwithothers.Ata surface level, clothingmakesanobvious statement.In the executive suite of a big financial services company, afashionable suit, smart tie, and cuff links are all common.Wearing a similar outfit that fits in this environment makesit easier to communicate, because people are less likely to bedistractedbyanaberrantfashionstatement.Thesesuperficial


things may contribute to rapport; but resonant metaphors godeeper,andcanestablisharealconnection.

Isabel (an executive coach)had just scheduledherfirstmeetingwithMax, a senior executiveat a leading computer technologycompany.Sheknewhowcriticalitwouldbetoconnectwithhimrightfromthestartandhadspentaconsiderableamountof timeresearchinghisbackgroundontheInternet.Intheprocess,Isabelfound an interview from a leading business magazine in whichMax expressed frustration at people who tried to “perfume thepig,”orglossoverunpleasantfactsinthehopeof lookinggood.

Maxcouldhaveusedanothermetaphorandsaid“Don't sweepanythingundertherug.”Buthedidn't,andthevividpictureof apigsprinkledwithperfumeisanimagethatresonatesforMax.It’sonethatalsopacksalotof meaningforthisstaff,whohavelearnedtogivehimthefacts,nomatterhowunpleasant.

After the usual meeting pleasantries, Isabel smiled and said,“Max, I understand you don’t think much of perfumed pigs.”Maxlookedatherandlaughed,wonderinghowIsabelknewof hisfavoriteexpression.WhenIsabelcitedthesomewhatobscurearticle that shehad found,Maxwas impressed.HeappreciatedthefactthatIsabelhadtakenthetimetofindtheinterview,andhe now shared an element of porcine humor with the coach.Theyhadconnected.

The perfumed pig image was effective in communicating withMax, but it is not the strongest form of a resonant metaphor.Deeper levels of rapport can be established with metaphorsrootedinsignificantlifeexperiences.

Understand the lenses through which others see the worldMike,the leaderof aninternationalaccountingfirm,beganlifeasaprofessionalhockeyplayer.Hisearlycareerwastypicalof ayounghockeyplayer,withexcitementbothonandofftherink.

Mikewasahockeyplayer,buthewasn’tjustanykindof hockeyplayer.Mikewastheplayergiventheassignmentof goinghead-to-head with tough guys from opposing teams. Mike was an“enforcer,”alsoknowninhockeycirclesasa“goon.”

Notsurprisingly,inhiscurrentleadershiprole,Mikecanbetough.KnowingMike'searlyexperienceasanathletemakes iteasier tounderstandwhyheissodirectandfearlessindealingwithorgani-zational quarrels. It also helps explain why Mike is puzzled byothers’inabilitytoconfrontorganizationalproblemsheadon.

Devyn,agiftedexecutive,wasoncecaptainof arenownedcollegefootballteamwithalegendaryhistory.Peoplemarvelathisability

Those two images – a presidential debate with a pacing McCain and a placid Obama, along with the metaphor of Bill's daily firefight – helped Bill direct his passion, even with the extraordinary stressors he encounters every day.


to stay calm in themost stressful business situations. In fact, hisboss was heard to remark, “His feathers are never ruffled.” ButDevynrememberswhatitwasliketobeanoffensivelinemanina high-pressure bowl game with thousands of screaming fans.Whenthegoinggetstough,Devynknowshe'sbeentherebefore.Herecallstheacronymgiventohimbyhiscoach–WIN–andfocuseshisenergyon“What’sImportantNow.”

XiuLiisadynamicandthoughtfulyoungwomanwithaPh.D.inengineering.BorninChinaandeducatedintheUnitedStates,XiuLihasbeenidentifiedasahighpotentialfutureleaderinawell-knowntechnologyfirm.

Xiu Li’s grandmother could neither read nor write, but sheinstilled a strong desire to succeed in the family. This familyheritage was reinforced by a cultural change engendered byChairmanMao.Asachild,XiuLifrequentlyheardhisexpressionquoted,“Womenholduphalf thesky.”

Mao could have said, “Women are equal.” He could have saidmenandwomenshouldboth succeed.But insteadhechose themore powerful image of women and men together, figurativelyholdingup the sky. Itwasan image thatXiuLinever forgot; itempoweredhertobelievethatshecouldtriumphinanyendeavor.

Mao’s metaphor contributed to Xiu Li’s success, but otherculturalexpressionsdidnot.Onesuchsaying,“Thewellandtherivershouldnevermeet,”createdproblemsasXiuLiencounteredorganizational boundary issues in the American firm where sheworked.Thoughsheoftensawproblemsthatneededfixing,XiuLiwasreluctanttointervene.Forher,itfeltliketheriverwouldbetouchingthewell,andthisbelief inhibitedherfromtakingaction.

In an effort to help, Xiu Li’s coach attempted to extend theimagery.Hesuggestedthatthewellandtherivermight,infact,meetunderground.But forXiuLi, theexpandedmetaphor fellflat:Assheputit,“Thescientificfactisthatthewaterintherivercomes from a totally different source from the water in a well;andtheyareatdifferentlevelstoo!”

Thoughthecoach’smetaphoricalannexcollapsed,thedialoguehelpedgaingreaterclarityaboutXiuLi’s lensesforviewingtheworld. And he learned that, while the well and the river maynever meet or become close friends, they can still be at peacewithandrespectoneanother.

Noteveryleaderhasplayedhockeyorfootball,orhasgrownupinafardifferentculture.Buteveryleaderhashadpowerfullifeexperi-encesthatshapethewaytheyseetheworld.Inonewayoranother,theseexperiencesbecomethemetaphorstheyliveby.Andanunder-standingof thesemetaphorscreatesanavenuefordeepconnection.

Jonathan, who had no interest in drinking poison hemlock, was struck by the possibility. He became much more direct and forthcoming in stating his views. And because he was so genuinely creative and well intentioned, he became far more effective in arguing his position.


Raise difficult issues in a nonthreatening wayIronically,theemphasisonteamworkintoday’scorporateculturecan serve to drive conflicts underground. In this subterraneanstate, unresolved issues become latent sources of tension. Inspiteof theimportanceof dealingwithconflict,beingdirectcanbe difficult for many leaders (and team members). In a sincerebut misguided desire to promote harmony, otherwise skillfulexecutives avoid the tough issues, or fail to create a climate inwhichconflictisfreelyexpressed.

In our work with executive teams, we have enlisted an unlikelymetaphortohelp:“themooseonthetable.”Itseemedtousthattheimageof alarge,hairy,ungainlymoose–sittinginthemiddleof atableandblockingcommunication–wouldvividlysymbolizethe issues being avoided by the group. And, while imposing,wefelt that themoosewouldbeastrangeenoughimagethat itwouldaddanelementof humortootherwisetensesituations.

We have been amazed at the ability of The Moose to surfaceissues long ignored. In one leading technology organization,for example, the CEO and his team were struggling with theirinabilitytocreateandmanagenewbusinessessuccessfully.Theyknewthatthiswasafundamentalproblem,buttheywereunsureof why itpersisted.Aspartof a studyorganized tounravel themystery, we conducted a “moose round-up.” The results wereastonishing. The “Moose List,” included in the final report,identifiedthefollowingissues:

Figure 1. the moose on the table

Copyright©2000DennisN.T.Perkins.Allrightsreservedworldwide.


• We approach every new product as if it must be ahomerun,achievingthesamelevelof successasourearliestsuccesses.

• Weare,infact,becomingatechnology-aversecompany.

• Therevenueplandrivesourresourceallocationanddecision-makingprocess.

• Wehavedevelopedatoleranceformediocrity.

• Wearelookingfora“magicproduct”tosavethecompany.

• Wehavenorealcompetitivemarketingcompetence.

• The operating plan cycle is not flexible enough toallowtimelyresponsetobusinessinitiatives.

Thereport,alongwithastuffedmoose,waspresented to theCEO, who accepted it with a smile. The conclusions were notoneshewasdelightedtohear,butheknewthat–onceidentified–theissueswereonesthatcouldbesystematicallyattacked.

Why is The Moose so effective? We believe that this ungainlyanimal does a number of things very well. First, it legitimizesand rewards people for being open, and it provides a sharedvocabulary fordoing so. “In the spirit of themoose, I’d like tosay…”becameacommonphrase.Second,thecomicimagetakestheedgeoffissuesthatcancreatetensionanddivisiveness.Third,identifying an issue as a Moose provides psychological distance.It changes the frame from an internal conflict to an externalproblem to be solved. Once the conflict becomes a sharedproblem,teammemberscanworktogethertofindsolutions.

Help people stop doing things that limit their effectivenessPeople frequently do things that they know are dysfunctional,but have difficulty extinguishing the behavior. A metaphorical“wrang-wrang” can help. Kurt Vonnegut, Jr. (1963) first intro-duced the concept of a “wrang-wrang” in the science fictionnovel,Cat’s Cradle. Inthestory,awrang-wrang isdescribedasaperson who steers others away from a direction that, on closerscrutiny, is clearly absurd. A wrang-wrang, by being who theyare,showsyouwhoyousurelydon'twanttobe.

Bill is the passionate leader of a thriving professional servicesfirm. His honesty, directness, and genuine caring have earnedhimtherespectof theentireorganization.Atthesametime,hispassionanddrivesometimesgetshimintotrouble.Billbeginshisdayat4a.m.,joiningagroupof Marinesforhisearly-morningworkout. After intensive physical exercise, he drives an hour toworkandputsinlonghoursattheoffice.Afterdrivinghomeandspendingtimewithhisfamily,hethenworkslonghoursintothe

"A man is always a teller of tales. He lives surrounded by his stories and the stories of others, he sees everything that happens to him through them; and he tries to live his own life as if he were telling a story."-Jean-PaulSartre(1964)


night.Billisenormouslypositiveandenergetic,buthealsocarriesahugeburdenandasenseof responsibilityforhisfirm'ssuccess.

Duringstressfultimes,andespeciallyattheendof alongdayorlateatnight,Billcouldbecomeinfuriatedbyothers’mistakesorpoor judgment. On many occasions, Bill would send “flaming”emails,beratinganoffendingmemberof hisstaff.Atothertimes,Billwouldgetcarriedaway inmeetings,andsaythingshe laterregretted.Billalwaysapologizedandpeoplealwaysunderstood,but the behavior created unnecessary distractions and impededhiseffectiveness.

WhenBillcametohiscoachforhelp,the2008politicalcampaignwas at a frenzy. McCain and Obama were locked in a heatedbattle for thepresidencyandtheoutcomewas far fromcertain.Formanypeople, thepresidentialdebatesbecameanimportantarenathatwouldinfluencehowtheycasttheirvote.

WhileObama’slackof experiencehadbeenasignificantconcern,hisperformanceduringthedebatesmadeadifference.HiscalmresponsescontrastedstarklywithMcCain'spacingandargumen-tative jabs.EvenmanywhosupportedMcCainfelt thatthe“NoDramaObama”lookedmorepresidential.

Bill’scoachpointedoutthecontrast,anditmadeabigimpression.Theimageof animpassionedMcCainpacingbackandforthinfrontof thecamerabecameBill’swrang-wrang:ametaphorthatstoppedhimfromhittingthesendbuttononflaminge-mails.Hestill wrote them, but they went to his recycle bin rather than totheirinbox.

The wrang-wrang illustrates what not to do, but it is not ametaphor that provides a positive alternative. The opportunityto provide a more constructive approach to stressful situationspresenteditself whenBillapproachedhiscoach–aformerMarinewith experience in combat. How, Bill wondered, was the coachabletomaintainasenseof composureandsuchcalmdemeanor?The coach chose a metaphor from his past: “Bill, you're in afirefight everyday.Youneed to exercisefiredisciplineandcalmthetroopsdown;that'sthewaytogetthroughafirefight.”

Thosetwoimages–apresidentialdebatewithapacingMcCainand a placid Obama, along with the metaphor of Bill's dailyfirefight – helped Bill direct his passion, even with the extraor-dinarystressorsheencounterseveryday.

Helping people solve problems and envision the futureMetaphors help people step back, look at challenges in newways, and see possibilities that were previously obscured. Mike,forexample,wasstymiedbytheprospectof acareertransition.Like many of the other executives we have described, Mike

The story, when people are immersed in the experience, becomes a generative metaphor that leads to new perceptions, explanations and interventions.


wasa resourceful individualwithanexceptionalability to solveproblems.Hehadbuiltasuccessfulprofessionalservicefirm,andwas sometimes described as a polymath: a “Renaissance Man”who excelled with a broad range of abilities. Nonetheless, hisowncareerdilemmaseemedinsurmountable.

Mike sat down with his coach at a restaurant to discuss hissituation. Knowing that Mike was an avid sailor, the coachaskedhimtodescribethesituationindetail.Aseachfacetof theproblemwas identified, the coachdrewan imageon thepapertableclothasif creatinganauticalchart.

As “Admiral Mike” began to examine the chart, his naturalproblem-solvingskillskicked in.Thevoyage fromhiscurrentpositionto“SafeTransitionBay”wouldnotbeaneasyone,butthecharthelpedclarify theobstacles thatwerecreatinganxiety.Italsoenabledhimtoenvisionthecoursehewouldhavetosteerto get there as he navigated his way through economic storms,torpedoes,shoals,sunkenwrecks,rocks,andfog.

Mike was a good sailor and a resourceful executive, and it didtakemorethanacharttobringabouthiscareerchange.Butthemetaphorical map provided a tangible picture of the currentchallenges he was facing, and crystallized the things he wouldneed todo to reachhisdestination.And the storyhasahappyending:hemadeittoSafeTransitionBay!

Symbolize people's intention to changeJonathanwasabrilliant, creativeengineer inahighly technicalmanufacturingorganization.Hewas,withoutquestion,themost

Figure 2. Metaphorical map

Copyright©2008DennisN.T.Perkins.Allrightsreservedworldwide.


inventiveleaderinthefirm.Jonathancouldsolveproblems,andhisnovel solutionswent farbeyondanythinghis colleagueshadthecapacitytoenvision.But,asinnovativeasJonathanwas,twobarrierslimitedhiseffectiveness.

First, in an effort to persuade others that his solutions werethe best, Jonathan was fond of using his own variation of theSocraticMethod.Inmeetingshewouldposeaseriesof rhetoricalquestions, all intended to lead his peers through a step-by-stepprocesstotheconclusionthathehadreachedlongbefore.

Jonathanbelievedthatthisindirectapproachwouldbeeffective.Ratherthantellingpeoplewhattodo,hethoughtthatthisclevertechnique would eventually lead to a group epiphany, and thateveryonewouldultimatelyembracehisperspective.UnfortunatelyforJonathan,peoplecaughtontohisprocessandtheyfeltmanipu-lated.Oncetheyrealizedwhathewasdoing,hisapproachseemedpatronizinganditcreatedresentment.TheSocraticMethodbackfired,andhadjusttheoppositeeffectthatheintended.

Jonathan’s second problem was that he was perceived as disorga-nized in an engineering culture that valued precision. Colleaguesvalued his creativity, but were annoyed by his apparent lack of organizationalskill.Especiallyvexingwashistendencytoshowupinmeetingswithoutacalendarorapencilinhispocket.Hiscolleagues– many of whom were equipped with a full array of writingequipmentneatlyorganizedinpocketprotectors–wereaghast.

Jonathan’s coach used metaphors to address both problems.FocusingfirstonhisSocraticstyle,thecoachaddedahumoroustwisttothedeathof Socrates.Socrateswasreportedlyforcedtodrinkpoisonhemlockasapunishment forrefusingtorecognizethegodsof thestate,oralternativelyforattemptingtoexposetheignoranceof Athenianwisemen.

Tongue-in-cheek,thecoachsuggestedtoJonathanthatSocrates’deathmaynothavebeencausedby the formal charges againsthim, but rather by his use of the Socratic Method. Just asJonathan’s questioning style in meetings created frustrationamong his colleagues, perhaps it may have been the same caseamongthephilosophers’fellowAthenians.

Jonathan,whohadno interest indrinkingpoisonhemlock,wasstruckbythepossibility.Hebecamemuchmoredirectandforth-coming in stating his views. And because he was so genuinelycreative and well intentioned, he became far more effective inarguinghisposition.

Jonathan’s problem with his reputation for disorganization waseasilysolved.WhileJonathanwasnotquiteasstructuredassomeof hiscolleagues,hewasactuallyquiteorganized.Theproblem


waslargelyoneof perception.Jonathan’scoachofferedasimpleprescription: “Every time you leave your office, pick up a penandacalendar,andmakesureapencilisvisibleinyourpocket.”The pencil soon became a visible icon that signaled Jonathan’scommitmenttochange,andhiscolleagueswereimpressedbyhisdramatictransformation.WithhissymbolicpencilandSocratesas his wrang-wrang, Jonathan’s natural leadership ability tookhold.Withthesupportof hispeers,hewaseventuallyselectedtoleadthefirm.

rIcH GEnEratIvE MEtaPHors: tHE storY as a sWIss arMY KnIFE

Manyof thepreviousexamplesuseasingleimageorincident–apencil,apig,oradebate– tocaptureandconveyan idea.Butcomplexstoriescanbecomeevenmorepowerfulmetaphorsthatservemultipleends.Acaptivatingstory,richinimages,iscapableof transporting people to a dramatically different psychologicalspace.The story,whenpeople are immersed in the experience,becomes a generative metaphor that leads to new perceptions,explanationsandinterventions(Schön,1983).

A number of colleagues have had success in using stories asplatforms for improving leadership and teamwork. PatrickLencioni’s (2002) book, The Five Dysfunctions of a Team, offers afableaboutafictionalorganizationtooutlinethestepsneededtobuildacohesiveteam.InThe Leadership Moment,MichaelUseem(1998) presents nine stories of triumph and disaster to showhowleaderscanmakeadifference.AndThomasKolditz(2007)recountsgrippingstoriesof SWATteams,skydivingevents,andanarmoredcavalrycommander inIn Extremis Leadership: Leading as if Your Life Depends on It.

Ourapproachtofindingsuchastorysprangfromourexperiencewithharriedexecutivesfacingtheequivalentof Bill'sfirefight.Weunderstoodthatthemostresonantmetaphorswouldbeonesthatbore some resemblance to their tumultuous daily lives. But wewerealsolookingforastorywithbroadappeal,onethatwouldresonateforadiverserangeof people.Theimageof tracersandautomaticweaponsworkedwell for Bill,who had sought out agroup of Marines as kindred spirits. But for others, combatimagescamewithtoomuchdistractingbaggage.

This led us to highlight stories of adventure and survival thatdidnotinvolvecombatorphysicalviolence.Thesearethekindsof stories thatwebelievedwouldcontainmanyof theessentialqualitiesof leadershipandteamwork,butwhichwereless likelyto produce negative side effects. Then we set out to create ametaphor fromanadventurestory– toconstruct, if youwill,a“Metaventure.”2

2Metaventure®isaregisteredtrademarkof TheSyncreticsGroup.

Especially in uncertain times, it is energizing to know that others have triumphed over insurmountable odds.


We studied hundreds of stories of individuals and groups thatwere pressed to the limits of survival–a place we came to call"The Edge." We looked at epic adventures of polar exploration,suchastheAmundsen-ScottracetotheSouthPole.Westudiedcontemporary stories, including the Apollo XIII lunar missionand the 1996 Everest expedition chronicled in Jon Krakauer's(1997)bestseller, Into Thin Air.

While we found many superb adventure stories, one stood out.The saga of the legendary explorer, Ernest Shackleton and his1914Antarcticexpeditionwasparticularlyappealing.

OnDecember5,1914,Shackletonand27mensailedfromSouthGeorgia Island in the Southern Ocean aboard a wooden vesselnamed the Endurance. Their burning goal was to be the first tocrosstheAntarcticcontinent.

Forty-five days after their departure, disaster struck. Endurance wasbesetbysolidpackice,andtheexpeditionwastrapped.Fornearlytwoyears,Shackletonandhiscrewwerestrandedontheicysea.Theyenduredunimaginablehardships:brutalcold,totaldarkness, aching thirst, gnawing hunger, constant danger, andutter desolation. Facing these challenges with astonishing goodcheer,Shackletonandhiscrewreturned,withoutlossof life,after634daysinthefrozenSouth.

Aswebegantosharethisstory,boththroughwritingandpresen-tations, we saw the power of such a vivid “Metaventure.” Peoplebegantoexplorecorequestionsessentialtotheirownleadershipand teamwork. How did Shackleton inspire his crew to suchextraordinary levels of courage, unity, and commitment? Whatwas their modern-day Antarctica? And most importantly, whatwere the ideas and principles that could be extracted from thisresonantmetaphorandappliedtotheirleadershipchallenges?

Figure 3. the Endurance

Copyright©2000TheSyncreticsGroupInc.Allrightsreservedworldwide.


StoriessuchastheEnduranceexpeditiongobeyondproblem-solving; as resonant metaphors, their ability to inspire andencourage is extraordinary. Especially in uncertain times, itis energizing to know that others have triumphed over insur-mountableodds.Inaddition,storiessuchastheseprovidehopeaswellasusefulinsightsintohowtosucceedindemandingsituations.Theyvividlyillustratethetencoreleadershipandteamworkstrat-egieswebelieveareessentialtotriumphinthefaceof adversity.

Inspirational stories did not, of course, end with the heroicage of Antarctic exploration. Recently, we were all inspired bywatchingCaptain“Sully”SullenbergersafelylandthedamagedUS Airways Flight 1549 on New York's Hudson River. In astaggering economy, this miraculous event lifted our spirits andremindedushowstrongleadershipandteamworkcantrulymakeadifferenceinthefaceof adversity.

Inourcontinuingsearchforstoriesthatemphasizethepowerof teamworkindifficultconditions,wecameacrosstheremarkablestory of the AFR Midnight Rambler, winners of the treacherous1998SydneytoHobartrace.Thisannual723-mile,deepwaterchallenge – often called the “Everest” of offshore ocean racing–isconsideredoneof thetoughest intheworld.Unpredictableweatherandseasmakeeachracechallenging,butthe1998raceprovedtobethemostperilousintherace’s61-yearhistory.

Asthestartingfleetof 115boatssailedsouthdownthecoastof Australia,thefleetwashitbyanunexpected“weatherbomb”–amassivestormthatcreated80-footwavesandnear100mphwinds.Sixsailorsperishedinthemaelstrom,andanother42weresavedinwhatbecamethelargestsearchandrescueoperationinAustralia’shistory.

Figure 4. the AFR Midnight Rambler

Copyright©2006TheSyncreticsGroupInc.Allrightsreservedworldwide.


Whilemanytriedtomaneuveraroundthestorm,thecrewof theAFR Midnight Rambler believed their best chance of survival layinheadingdirectly into itspath.Thiscourageousaction,whichallowedthemtosailquickly throughthestorm,wouldnothavebeenpossiblewithoutafullyalignedteam.

Thedecision tohead into theeyeof the storm,alongwith theirextraordinarytenacity,optimism,courage,andteamwork,enabledthis group of “amateurs” to out-perform professionals on largerboats.After88hours,thecrewof theAFR Midnight Rambler arrivedsafely in Hobart, Tasmania, and was proclaimed the overallwinnerandawardedthecovetedTattersallsTrophy.Theywerethesmallestboatin10yearstowintheiconicrace.

ThesetwoMetaventures,thestoriesof theEnduranceExpeditionand theAFR Midnight Rambler, havehada tremendous impact asgenerativemetaphorswithexecutives.Inatleastoneinstance,theyhelpedbringanorganizationbackfromthebrinkof disaster.SeethefollowingexhibitThestoryof the Asian Times Ltd.

FIndInG and usInG rEsonant MEtaPHorsTo help Shaun, we searched for a metaphor that he wouldconnect with—one that naturally evoked a deep response.Finding the right metaphor for an individual may take somework. It demands a deep understanding of an individual’supbringing, life experiences, deeply held beliefs, hobbies, andevenaestheticsensibilities.

Inthemoment,scanning for the use of figurative languageisanobviousway to identify images and stories that have particular impor-tance foraperson.But thereareotherapproaches thatwillacceleratetheprocessof identifyingsourcesof resonance.

Do your homeworkGather any available biographical information about individuals,and search for stories about theorganization inwhichheor sheresides. Inmanycases, this importantcontextwillbeavailablethrough public documents. Scouring the Internet will frequentlyproducelittleknownfacts,interviews,andotherbackgroundinfor-mationthatcanprovideimportantcluesforfurtherexploration.

Ask questionsOurcoachingassignmentstypicallybeginwithaprocessinwhichweprobeinanefforttounderstandthelensesthroughwhichanindividualviewstheworld.Herearesomekeyquestionsweask:

(continued on page 38)


InOctoberof 2004,AsianTimesLtd.wastrulyat“The Edge.”Thisfamily-ownednewspaperhadbeen struggling for years, and with capital reserves dwindling, would cease to exist in a mere sixmonths.Realizingtheywererunningoutof options,thefamilyturnedtoprofessionalmanagement.TheyhiredanewCEOandissuedaclearmandate:Dowhateverisnecessarytosavethecompany.

Takingstockof thesituation,CEOSandeepVivekknewthattheyfacedenormouschallenges,andthatthepathtorecoverywouldbefilledwithobstacles.Relyingonhisprofessionalrelationships,Vivekspentthenext60dayshandpickingaseniorteamandassessingthecurrentstateof theorganization.Oneof hisfirstprioritieswastofindawaytoclearlyconveytotheteamwhattheyneededtoturnthecompanyaround.

InJanuary2005,Vivekaskedustofacilitateatwo-dayleadershipsessiontodefinethekeystrategiesthatwouldmovethebusinessforward,andtoidentifythecoreleadershipbehaviorsthatwouldbeessentialtotheirsuccess.WedecidedtousetheEndurancestoryasafoundationalmetaphorforthework,anditaccomplishedanumberof criticalobjectives.

First,themetaphorof beingonanexpeditionhelpedtheteamtoreframetheirsituationandseetheirdire situation ina fresh light.As they thoughtabout their“expedition,” theybecamecomfortablewiththerealizationthatchallengeswouldoccur,andinfact,shouldbeexpected.They’dhavelimitedresources–rationswouldbeinshortsupply–andtherewouldbedayswhentheywouldfeellikegivingup.Assymbolicleadershipwouldbecritical,seniorleaderswouldhavetomakepersonalsacrificesforthesakeof thecrew.Theyrealizedthatthistransformationwasgoingtotakeyears,perhapsevenlongerthanShackleton’s634dayordeal.Thestoryputtheirownchallengesintoperspective,andatthesametimehelpedtheteamconvergeonthekeybusinessprioritiesthatwouldenablethemtosucceedontheirjourney.

Second,theEndurancestoryprovidedaframeworkforsharingourTen Strategies for Leadership Effectiveness.Byconnectingtheseconceptstotheresonantmetaphor,theteamsawhowtheleadershipbehaviorsthatmadeadifferenceontheEnduranceexpeditioncouldhelpthemontheirownexpedition.Theywereabletoidentifywhichstrategieswouldbemostcritical,andoncealignedonthekeybehaviors,theyagreedhowthesestrategieswouldbeimplementedontheleadershipteamandthroughouttheorganization.

Third, the story provided a vivid example of what becomes possible when teams are completelyaligned,focused,andcommitted.Itisatrulyinspirationalstory,andafterhearingit,theseniorteambecamemarkedlymoreoptimisticabouttheirchancesforsuccess.If Shackleton’screwcouldsurvivethefrozensouth,whycouldn’ttheyovercometheirownAntarctica?

Overthenexttwoyears,theEndurancestorybecameacentralthemefortheorganizationaltransformation.Theycontinuedtocallonthemetaphorastheydevelopedtheirorganizationalvisionandcorevalues.Thestorybecameamethodof cascadingkeyleadershipstrategiesthroughouttheorganization.Withintwoyearstheyreturnedtoprofitability,andhavebecomeakeyplayerinthemediamarket,expandingintoadditionalnewspapers,aswellasradio,internetandothermediabusinesses.

TheMetaventurebecamepartof theirDNA.Thestorysurfacesinmarketingmeetings,strategicplanningsessions, andduring theon-boardingprocess for eachnewemployee.A large framed imageof theEndurancestuckintheicehangsattheendof thehallwaybytheexecutiveoffices.Emblazonedontheimagearethesignaturesof alltheexecutives–asymbolthattheyhavesignedupfortheexpedition.

The story of the Asian Times Ltd.


• How would you describe your family? Please do soinasmuchdepthasyoucanrecall–parentsandgrandparents,siblings,your“familyrole.”

• Whatwerethekeyvaluesheldbyyourfamily,includinganymessagesaboutsuccess,leadership,orteamwork?

• If yourfamilyhada“motto,”whatwoulditbe?

• What were your most significant career decisions,andwhydidyoumakethechoicesyouelected?

• Whatcomestomindwhenyoureflectonyourmostmemorable,importantlifeexperiencesandevents?

• What were your most significant setbacks ordisappointments?

• Whatdidyoulearnfromthem?

There are times, of course, when a structured assessmentinterview is neither feasible nor appropriate. But we still lookto uncover the images and stories that underlie an individual’sorganizationalroleandtitle.

Search for your own most effective metaphorsWhatarethenativemetaphorsthatyourelateto,andthatresonatewith others? What are the stories from your life experience, orthatyouhavelivedvicariously,thatotherscanrelateto?Arethereinstances inwhichan imageormetaphorcouldbeused inplaceof anabstraction?Takefulladvantageof opportunities toexper-iment,especiallyinlowrisksettings,andbecomecomfortableusingfigurativelanguage.Developyourmetaphoricalmuscle!

cavEats aBout MEtaPHors: WHat can Go soutH?

Inhisclassicbookonthephilosophyof socialscience,AbrahamKaplan (1998) cited the Law of the Instrument: "Give a smallboy a hammer and he will find that everything he encountersneedspounding."This danger is real in social science research,andTheLawof theInstrumentextendstotheuseof metaphor.

Capitalizing on the power of resonant metaphors requires thatthepractitionerbe sensitive to interpersonal andorganizationaldynamics.This is anart aswell as a science, and it is hardly amechanistic process. Here are some guidelines about pitfalls inusingmetaphoricallanguage:

• Let the metaphors evolve with the relationship.Usethemsparinglyinthebeginningandmorefreelyif theotherpersonisreceptiveandcomfortable.

(continued from page 36)


• Don't invade another person’s space. Aformalassessment interview provides a forum for askingpersonalquestions.Theclientdoesn'thavetoanswerthe questions, of course, but there is an explicitcontractualunderstandingthatquestionsareallowed.Othersituationsmaypermitauthenticquestions,butprobinginquiriesrequireaninvitation,orsomeformof permission.

• Don't force a metaphor, even if it fits the situation perfectly.Whenan imageormetaphorseemstailor-made,itisattimestemptingtopersuadeothersof itsrelevance.Thisisamistake.Ametaphorresonatesoritdoesn't.If itdoesn't,moveon.

• Don't be a one trick pony.Ametaphor thatresonates in thebeginningmaybecometiresomeand repetitive over time. This is not always the case,especiallywithrichmetaphors suchas theShackletonsaga.Buttobeeffective,storiesandimagesneedtoconnectwithareceptiveaudience.Bealerttothepossibility thatametaphorhaswornout itswelcome,andafresherimageisrequired.

• Don't step on someone else's metaphor. Nativemetaphorsareextremelypersonalanddeeplyemotional.What may seem like a logical extension of another'sresonantmetaphormaysimplynotwork.Becautious.

• Don't presume to be a member of the club.Many resonant metaphors are forged in seminal,sometimes difficult, life circumstances. While anauthenticunderstandingof thosepersonalmetaphorsisextremelyuseful,therearedangersintakinglibertieswiththatunderstanding.Oneperson'sbaptismof fire might be in armed combat; another may havebeenhitbylightning;anothermayhave escapedahurricane.All threeexperienceshavesimilarities,buteachclubisdifferent.Membersonly.

• Don't go over the top. Metaphors should beused inmoderation.Whenwritingorconversationbecomesfloodedwithmetaphors,theylosetheirpowerand become amateurish. Some metaphors are socommonthattheygowithoutnotice–socalled,“deadmetaphors,” suchashaving “toomany irons in thefire.”But“livemetaphors”getattention.Onecolleague(B. Schlosser, personal communication, January 28,2009)suggestedsettingalimitontheuseof figurativelanguage: the maximum allowable “metaphors perconversation” (“MPC”). This limit would be hard toenforce,buttheideabehinditissound.Usemetaphorssparinglyandthoughtfully,andtheywillresonate.

Finding the right metaphor for an individual may take some work. It demands a deep understanding of an individual’s upbringing, life experiences, deeply held beliefs, hobbies, and even aesthetic sensibilities.

�0 | IJCO Issue 2 2009

closInG tHouGHtsIn his provocative book on leadership, Howard Gardner (1995)argues that leaders achieve their effectiveness largely throughthe stories they communicate to others. These stories may be“told”usinglanguage,orconveyedmetaphoricallyinotherways.Perhaps the most powerful way leaders relate to stories is byexample–thewaytheyleadtheirownlives.

Themostinnovativeleaders,Gardnercontends,areabletotaketraditionalstoriesandinfusethemwithnewenergyandappeal.Beyond that, truly visionary leaders move beyond culturallynative stories to create novel, innovative metaphors that caninfluenceanentiresociety.

We believe that coaches can help leaders become aware of theirpersonal stories, capitalize on native cultural and organizationalimages,andevenfashionnewmetaphors.Together,coachesandtheleaderstheyadvisecandrawonthepowerof resonantmetaphorstoincreasetheireffectivenessandproduceconsequentialchange.

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Daintith,J.(Ed.).(2009).A dictionary of physics (Oxford dictionary of physics)(6thed.). Oxford:OxfordUniversityPress.

Gardner,H.(1995). Leading minds: An anatomy of leadership.NewYork:BasicBooks.

Harper’s Magazine.(1995,February14).Skinningcats,nonviolently.

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Lakoff,G.,&Johnson,M.(1980).Metaphors we live by.Chicago:UniversityOf ChicagoPress.

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Leary,D.E.(1990).Metaphors in the history of psychology.Cambridge:PressSyndicateof theUniversityof Cambridge.

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Perkins,D.N.T.,Holtman,M.P.,Kessler,P.R.,&McCarthy,C.(2000).Leading at the edge: Leadership lessons from the extraordinary saga of Shackleton's Antarctic expedition.NewYork:AMACOM.

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n aBout tHE autHors

Dennis N.T. Perkins, Ph.D.

Phone: 203-481-6118Email: [email protected]

DennisPerkinsistheChief ExecutiveOfficerof The Syncretics Group,aconsultingfirmdevotedtoeffectiveleadershipindemandingenvironments—especiallythosecharacterizedbyuncertainty,ambiguity,andrapidchange.Dennishasworkedforover25yearsasanadvisortoseniorleaders.Agraduateof theUnitedStatesNavalAcademyatAnnapolis,heservedasaMarine infantryofficer inVietnam,andsubsequentlyreceivedhisM.B.A.fromHarvardUniversityandaPh.D.inpsychologyatTheUniversityof Michigan.WhileafacultymemberattheYaleUniversitySchoolof Management,Dennisdevelopedabreakthrough leadershipapproachbasedon the studyof groups facing“TheEdge”—theouterlimitsof humanendurance.Hehaswrittenextensivelyonleadershipandorganizationaleffectiveness.Heistheauthorof Leading at the Edge: Leadership Lessonsfrom the Extraordinary Saga of Shackleton’s Antarctic Expedition;LeadershipLessons from the Race to the South Pole;andManaging Creation: TheChallenge of Building a New Organization.

Paul R. Kessler, M.A.


PaulKessleristheManagingDirectorof The Syncretics Group.Forover15years,hehasworkedasanadvisor,consultantandcoachtoexecutivesinorganizationsrangingfromFortune50corporationstononprofitassociations.Paulhashelpedmanyleadingorganizationstodefineandexecutetheirstrategicdirection,vision,valuesandgoals.Hehasexpertiseinorganizationaleffectiveness,executiveleadershipdevelopment,teameffectiveness,andgroupprocessandfacilitation.AfterservingintheUnitedStatesNavy,PaulreceivedhisB.A.inpsychologyfromFranciscanUniversityof Steubenville.HecompletedhisM.A. inIndustrial/OrganizationalPsychologyat theUniversityof NewHaven.Heisco-authorof Leading at the Edge: Leadership Lessons from the Extraordinary Saga of Shackleton’s Antarctic Expedition,andafeaturedkeynotespeakeratconferencesaroundtheworld.

Jillian B. Murphy, M.A.


JillianMurphy is aSeniorAssociate atThe Syncretics Group.She graduatedMagna Cum Laude from theUniversityof ConnecticutwithaB.A.inpsychologyandcompletedherM.A.inIndustrial/OrganizationalPsychologyattheUniversityof NewHaven.InherroleatThe Syncretics Group,Jillianhasanalyzedinterviewdataforcoachingfeedback,andhasconductedextensiveresearchonleadership,teamwork,andtheuseof metaphor.ShehasalsoworkedwiththeNetworkingAIDSCommunityof SouthAfrica,theAfricanNationalCongressWomen'sLeagueandtheDepartmentof EpidemiologyandHealthatYaleUniversity.Shehasstudied,workedandvolunteeredextensivelyinCapeTown,SouthAfrica.Whilestudyingecologyandevolutionarybiology,sheobservedlions,elephants,andzebrasintheirnaturalenvironment.Anavidexplorer,Jillianhastrackedwhiterhinosinanultra-lightaircraft.

�2 | IJCO Issue 2 2009

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