Tim and Pilar discuss an article featured in the Jan/Feb 2024 edition of the Harvard Business Review: "Leading in the Flow of Work" by Hitendra Wadhwa, Founder of the Mentora Institute. Hitendra posits that "rather than (being) a trait to be acquired, leadership is a state to be activated" through preparation, self awareness and reflection. By managing our internal state and matching our actions to the context, we will function better and more authentically as leaders. The article especially focusses on conversations and how leaders can get better outcomes by making conscious choices about what to do. It's an attractive premise, to be able to skilfully navigate the challenges of fluid interactions by pausing and then choosing, in the moment, an appropriate action for the situation. This model lists five core energies: Purpose (committed to a noble cause), Wisdom (calm and receptive to the truth), Growth (curious and open to learning), Love (connected with those you work with and serve) and Self-realisation (centered in a joyful spirit). This is supported by 25 actions which help activate these core energies. For our hosts this discussion is bittersweet. There is excitement at the prospect of making better decisions during important interactions. And there is also regret that our past selves didn't have the advantage of our current knowledge. Ironically of course it is that same regret which makes us the older and wiser person we are today... 0:30 mins Pilar appreciated several examples from the article of someone turning a potential confrontation into a better situation via the person shifting their approach. 2:30 Tim had previously associated flow states with sports - quite a different interpretation which is about acting without conscious thought or decision, just using instinct and muscle memory. But within the context of the article the flow state is where we are "calmly aware of our inner and outer conditions and able to adapt our behaviour as needed". Pilar describes this as a split personality between being present and reviewing what's going on. And being able to shift behaviour based on this conscious awareness. 5:25 We can all relate to the feeling of something not going the way we expected. When we unpack it afterwards we gain new insight and realise we should have acted differently. Alas, the moment has passed. Certainly both our hosts have experienced this many times! 6:25 The article shares a compelling example, from Jonathan Aitken's biography of Margaret Thatcher, about a pivotal meeting between Thatcher and Mikhail Gorbachev. At a crucial point Gorbachev was able to change his approach and in the process, change the course of history. He reminded himself of his intention coming into the meeting. He reframes his perception of how Thatcher is acting. And he finds alignment with her on principles. 8:20 Pilar shares that a realisation that has been transformational for her: that people are generally not acting with malice - they are trying to do what they believe is right. 8:50 We can practice and get better at understanding and acting within the moment itself. But it takes a lot of effort. And time. 10:50 Letting go of our everyday habits and ego can free us to choose the best way to act. It also requires the empathy of understanding what is happening for the other person. 12:15 Our hosts wrestle with the regrets that come with learning and evolving. But our experiences make us the person that we are today. 14:15 Leadership is not a static state: "The personality and behaviour of someone will change with the context that the person is in, the thoughts and feelings that individual is experiencing and who else is present". Pilar shares a story about how a change in context made a big difference in her performance. 17:00 This framework reminds us that our habitual behaviours aren't always going to work. If we are able to be aware and present in the mome