Mar 20, 2024
Dr. Preston Cline, co-founder and director of the
Mission Critical Team Institute, shares insights from his
historical challenges and emphasizes leadership qualities such as
inquiry, curiosity, kindness, and dialogue engagement. He discusses
the challenges faced by today's generation, emphasizing the
importance of instilling curiosity and optimism while practicing
information discipline. With a background in education, Dr. Preston
specializes in navigating extreme uncertainty and addressing issues
related to the transfer of tacit knowledge. He also delves into
team-building strategies and the importance of cognitive diversity.
Dr. Preston is a proponent of reshaping the internal dialogue of
young female leaders and underscores the significance of asking
questions, including those that might seem "dumb," to uncover
valuable insights.
https://bit.ly/TLP-401
Key Takeaways:
[03:20] Dr. Preston shares the time period marked by
the war on crack and the AIDS epidemic, Draconian measures were
implemented, including a three-strike rule and a 75-foot rule. This
meant that individuals in proximity to a drug raid, even if
unrelated, could face legal consequences. He emphasizes inner-city
challenges in addressing juvenile delinquency, highlighting the
complex interplay of socioeconomic factors, race, gender, and
physicality.
[04:57] He mentions that the key quality of effective
leaders is leading with inquiry. He added based on his experience
that successful leaders are characterized by kindness, generosity
with their time, and a penchant for engaging in dialogue. Dr.
Preston advocates for the strategic use of curiosity, suggesting
that "weaponizing" it can be a valuable asset. Additionally, he
incorporates David Cooper's work on appreciative inquiry on the
significance of thorough investigation and understanding of
questions to overcome biases and hidden agendas in responses.
[07:00] Dr. Preston shares an impactful story from
their experience at MCTI, highlighting the importance of narrative
in teaching. He mentions Claire Murphy, the director of the story,
emphasizing the neuroscience of narrative and its distinct impact
on the brain compared to factual information. Dr. Preston reflects
on the lesson learned from his boss, Phil, which is the importance
of taking action and contributing to positive change, rather than
waiting for ideal circumstances.
[10:25] He shares an impactful experience, working at
a camp for kids with cancer. Amidst emotional challenges, Dr.
Preston learns a valuable lesson about facing difficult realities
collectively and finding hope in unexpected places. He draws a
historical parallel to post-World War I Britain, highlighting the
unintended consequences of a generation raised in a protective
environment. He mentions the importance of not blaming the current
generation, but rather taking the responsibility to teach essential
life skills.
[16:14] Dr. Preston shares that the current generation
is the first to experience a situation perceived as worse than the
previous one. Calling the attention of leaders, there is a need to
instill a sense of curiosity and optimism in the face of
challenges. Regarding leadership, Dr. Preston warns against public
complaints, noting that such behavior portrays leaders as victims
rather than inspirers. Leaders are urged to practice information
discipline, being mindful of the emotional impact of the content
they consume and transmit, while maintaining the importance of
positivity, hope, and inspiration.
[20:21] He shares his background in education that
focuses on teaching individuals how to navigate extreme
uncertainty. At MCTI, he addresses the tacit knowledge transfer
problem, where being skilled at a task doesn't guarantee effective
teaching. Working with instructor cadres in various fields,
including medicine, fire, special operations, NASA, and law
enforcement, he shares his aim which is to help operators become
articulate instructors. He also added that MCTI conducts courses
and training to enhance instructors' abilities in conveying tacit
knowledge efficiently and effectively.
[22:07] Dr. Preston shares that the approach to
building and training teams depends on the nature of the problem
set they are addressing. Teams are formed in response to specific
challenges, either ordered or unordered. For ordered problems,
contingency planning is crucial, and training focuses on prepared
responses. Meanwhile, unordered problems, like emergencies, require
teams to be adaptable and possess diverse cognitive skills. He also
mentions the tactical swarms, such as those in trauma situations,
involve individuals with distinct roles who come together quickly.
He emphasizes cognitive diversity, encouraging varied thinking, and
the tolerance for "weirdness" to avoid cloning and enhance team
capacity.
[26:31] He shares that the key to empowering young
female leaders and enhancing overall conceptual potential is
reshaping their inner dialogue to boost confidence and encourage
them to speak up. Dr. Preston also mentions that despite possessing
intelligence and creativity, women often face barriers to having
their voices heard, both internally and externally. When becoming
instructors or leaders, he shares the approach that needs to shift
towards leading with questions, which is to help others develop
their problem-solving capacity rather than just offering
solutions.
[32:07] Dr. Preston suggests asking dumb questions to
understand the situation better. He explains the power of seemingly
"dumb" questions, revealing overlooked issues and offering valuable
perspectives. Dr. Preston then encourages embracing the superpower
of asking questions that others may shy away from, emphasizing
kindness amid the challenges the world faces.
[33:26] Closing Quote: Remember, in character, in
manner, in style, in all things, the supreme excellence is
simplicity.- Henry Wadsworth Longfellow
Quotable Quotes:
“If you can weaponize your curiosity, that's a
superpower.”
“Always lead with inquiry.”
“Your brain encodes narrative differently than it
encodes facts, so we teach through story.”
“Too many young people entering the leadership are
often waiting for Superman to arrive.”
“Hope can come anywhere.”
"We need to inspire people to become part of the
solution rather than identifying as victims."
"When you publicly complain about a problem, what you
are explicitly stating is that you see yourself as a victim."
"Your role as a leader is to inspire and to have a
vision for what is possible."
"Observe closely what individuals are consuming and,
subsequently, what they are transmitting in terms of positivity,
hope, inspiration, and the like."
“Every team is created in response to a problem
set.”
“There is no team that exists in isolation.”
“We should train people for contingencies.”
“If you're not willing to tolerate a certain amount of
weirdness, then you end up cloning your people, and you're going to
reduce your capacity.”
“Inquire and lead with curiosity.”
“Sometimes, dumb questions are the most powerful
question.”
“Be kind to each other because the world is a bit of a
mess right now.”
Resources Mentioned: