Cellular Response
Last spring, after the breakup of a significant long-term relationship, and during the most anxiety-producing days surrounding the decision of my “interim-position” status, I developed extreme muscular tension in my legs which had some other, rather scary, side effects. Ever since then, I have taken a, more-or-less, physical-therapy approach to the problem and, after long months, was making progress: almost able to see light at the end of the tunnel by December. However, over the holidays, I had somewhat a reversal of fortune, and I seem to be more symptomatic these days, rather than less.
I’ve approached this as primarily a muscular issue, with anxiety as the root cause. I've done many, many sessions of deep-tissue massage and ultrasound in order to attempt to settle my leg muscles down. Some of the early work, with the deepest massage treatments, produced rather dramatic emotional responses on my part. The work on my body would result in waves of feelings of sadness and loss, for example, and I would end up crying in the office before I was able to gather myself together and get dressed to leave. As I started to get better, less symptomatic, I stopped having such responses. But, yesterday, again, as we worked and probed and pressure-pointed spots on my lower body, I was once more similarly affected. Like a tsunami, feelings of extreme sadness rapidly, and without warning, totally engulfed me.
Although there are a number of possible explanations for what's going on (including neurological), I suspect my body is sending me some kind of message that, to date, I've not totally deciphered. But, my working theory is that the overwhelming loss, and potential for loss, that created last spring’s anxiety led my body to react the way it did, and that the depth of the physical pain — memorized at the cell level — is reflective of the severity of the emotional wounding. Further, when my physical being is poked and prodded in just such a manner, there’s a direct link to the emotional scar tissue. The physical part of the experience yesterday was quite painful, of course. But, the emotional aspect, for me, was profound. And, today, twenty-four hours later, I'm still processing and asking “what is this all about?”
Which part of my being do I heal first: my body or my soul? How do I go about doing that?
REALness, Authenticity & Leadership
I last wrote on the topic of becoming REAL (as defined in The Velveteen Rabbit). Actually, the more time I spend thinking about this topic, the more I’m coming to the place that that kind of REALness is more accurately aligned with age, maturity, wisdom, and being SIGNIFICANT to someone else. Yes, the Velveteen version of REALness appears to be a response to being loved for a long time.
Typically, though, I think of the term “being REAL” as being AUTHENTIC. I believe that being authentic is a critical factor to success in human relationships in general, and effective leadership in particular. Authenticity leads to trust which can lead to great things being accomplished.
You might ask: what exactly is authenticity?
Well, the phrase “bein’ who you are” comes to mind, first of all. Being real or authentic has a lot to do with displaying your true self to the world, without pretenses or “phoniness” (as Holden Caufield might say). Openness, honesty, and transparency are also other synonyms that seem to fit. At any rate, traits such as these in an individual are ones that I admire, am attracted to, and lead me to trust another. I will trust someone when I believe (when I feel) that the other person is allowing me in enough to see who they really are. They tell the truth. Their defenses are down; they allow themselves to be vulnerable. They are, simply, human, and comfortable with themselves. I love the connection that’s possible when individuals are truly authentic with each other.
I see authenticity as an important characteristic of great leaders, as well. Leaders by definition, after all, need followers. And, what inspires one to follow? Well, trust, of course. How could I possibly be expected to follow somebody I don’t trust?
So: Who do I trust: Who can I trust?
Answer: Someone I really know.
In my role as an academic dean at a college, my role is one of leadership. It is that by definition; anyone with the title of “dean” has some power by virtue of the position and can exert leadership (demand followership?) — if you think that that’s really possible. My style is not to rely on power, control, and role-definition, though, but rather to provide a kind of leadership based on trust: trust in me, trust in my decisions, trust that I’ll do the right thing, trust that I’m someone who has everyone’s best interest in my mind and in my heart.
When I came on board as the “interim dean” (and I'm still interim, eighteen months later), Katrina asked me what my priorities were going to be. I said, “relationships. This is probably not what you’d expect your Science & Technology Dean to say, but that’s me: not necessarily talking, thinking, or behaving like a science guy. I knew that to be successful (not ever having been a dean, department chair, or even a full-time faculty member anywhere, ever), I would have to build the trust of those around me as rapidly as I could. During the very first meeting of the entire Science & Technology Division, the first day of Fall term, I deliberately started to work on building that trust. At the beginning of that meeting, I took a healthy portion of time to “tell my story.” I outlined my biography, highlighting a few of the twists and turns that I’ve taken in my personal and professional life, and exposing, I guess, some of my “philosophy of life.” I believed then, and I still do, that this was a very important thing for me to do in terms of relationship- and trust-building.
I’m told that I’m an effective leader. If such is the case, then I think that’s happened because people trust me. And, I believe that they trust me because they know me. My goal is to be as honest and forthright as I possibly can, with no secrets and no secret agendas. I am who I say I am, do what I say I’m going to do when I say I’m going to do it — and do my job as competently and conscientiously as possible.
I don’t think that great leadership ever happens without trust. And, in my case, I know I could not ever see myself in a leadership role without letting those around me, know me.
Becoming REAL
I don’t know what it is about me, but I seem to attract women into my life who apparently think of me as “little-boy-like” ... perhaps, want me to be more little-boy-like? (Or, maybe it’s something else that’s going on?)

