The primary work of leaders in the 21st century, rather than performing to meet externally imposed demands, will be to deepen their ability to sense and act on emerging opportunities and challenges amid constant change. Practice—the ongoing process of experimentation, learning, skill-building, attention, and self-reflection—equips us to cultivate this ability in several ways.
First, practice often pulls us away from the comfortable and familiar, preparing us to recognize and align ourselves with the change that is already occurring around and within us. As a pianist, I learn through practice to have faith that my intuition will lead me where my fingers want to go next. Like piano players, leaders need to be adept improvisers, willing to set aside their scripts and listen for signals, follow their instincts, and imagine a future that has not yet arrived.
Second, practice cannot be rushed. While acquiring knowledge happens quickly, transforming it into wisdom takes time. When we try to speed up, we often commit errors that force us to backtrack and start over again. Finally, practice teaches us detachment. The "performance" may be exciting, but we often practice in an inspired solitude that aligns us with a deeper inner harmony.
As long as we remain open to noticing our experience and how it is changing, then we are fulfilling the essential spirit of practice. When we devote this level of attention to any aspect of our lives, not only do we improve the outcome—the song we play or the product we create—we also discover within ourselves a heightened sensitivity and a new way of being present in the world. [Michael Jones]