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.
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.” Click To Tweet “Always lead with inquiry.” Click To Tweet “Your brain encodes narrative differently than it encodes facts, so we teach through story.” Click To Tweet “Too many young people entering the leadership are often waiting for Superman to arrive.” Click To Tweet “Hope can come anywhere.” Click To Tweet "We need to inspire people to become part of the solution rather than identifying as victims." Click To Tweet "When you publicly complain about a problem, what you are explicitly stating is that you see yourself as a victim." Click To Tweet "Your role as a leader is to inspire and to have a vision for what is possible." Click To Tweet "Observe closely what individuals are consuming and, subsequently, what they are transmitting in terms of positivity, hope, inspiration, and the like." Click To Tweet “Every team is created in response to a problem set.” Click To Tweet “There is no team that exists in isolation.” Click To Tweet “We should train people for contingencies.” Click To Tweet “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.” Click To Tweet “Inquire and lead with curiosity.” Click To Tweet “Sometimes, dumb questions are the most powerful question.” Click To Tweet “Be kind to each other because the world is a bit of a mess right now.” Click To TweetResources Mentioned:
- The Leadership Podcast | theleadershippodcast.com
- Sponsored by | www.darley.com
- Rafti Advisors. LLC | www.raftiadvisors.com
- Self-Reliant Leadership. LLC | selfreliantleadership.com
- Dr. Preston Cline LinkedIn | www.linkedin.com/in/prestoncline
- Mission Critical Team Institute Website | www.missioncti.com
- Mission Critical Team Institute Instagram | @missioncriticalteaminstitute
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