The July/August issue of Harvard Business Review has some great articles in it. One good one is on the “strategy-performance gap.” Since the only strategy work I do is with my colleague Jeff De Cagna through our joint venture, Association Renewal LLC, I blogged about that article on our Association Renewal Blog. I posted twice on that one, actually.

But here I wanted to talk about an article by Robert E. Quinn titled, “Moments of Greatness: Entering the Fundamental State of Leadership.” I was initially skeptical of the article, which seemed to be describing some sort of “altered state” great leaders get into when they are leading. But in fact, I think Quinn is arguing something more believable to me—that this “fundamental state” of leadership is in fact accessible at any time, by anyone, but expectations of what is “normal” behavior tend to keep us out of it.

As Quinn states:

When leaders do their best work, they don’t copy anyone. Instead, they draw on their own fundamental values and capabilities—operating in a frame of mind that is true to them yet, paradoxically, not their normal state of being. I call it the fundamental state of leadership. (page 76)

First, I appreciate Quinn’s stand that “best practices” don’t particularly work when it comes to leadership. It ultimately comes from within you. Second, I like that this fundamental state is inherently “true” to everyone. We’ve just been taught over the years not to go into this state (and stay in what Quinn calls the “normal” state).

That notion that the “normal” state is in fact not where we should be to be a leader is critical. Do note that Quinn is saying that this fundamental state is inherently accessible by everyone, so it is normal in that sense, but it is not the “standard” way of being, so it requires a shift. That means we all need to look at how we are acting, with an expectation that we will need to change to be an effective leader. As I type that, it seems obvious, but at the same time revolutionary. I know I’ve worked hard to get to the “state” I’m in now. It’s based on everything I’ve learned, and all sorts of good things. You’re telling me I have to shift to be a more effective leader?

Yes. Think about that one for a bit, and I’ll post again on the areas Quinn suggests for change in the near future.