More Woodstock Wisdom and Leadership Lessons

Woodstock will be 50 years old this month and since I am one of those 500,000 people living peacefully and blissfully, I wanted to reflect on additional learnings taken from the last post, which were extrapolated into leadership lessons.

So below are six additional kernels we experienced at Woodstock that grew into leadership lessons that leaders, managers, teachers, and parents can use.

Joni Mitchell wrote the infamous song, "Woodstock," even though she wasn’t there. She said, "Woodstock was a spark of beauty" where half-a-million kids "saw that they were part of a greater organism."

Here are additional Woodstock Wisdom takeaways.

1. Common humanity: We are all united

Woodstock was a peaceful celebration and earned its hallowed place in pop culture history. As it became quickly clear to us, we were an approximately 500,000-person city ruling ourselves. There was a limited police presence. The governor wanted to send on 10,000 National Guardsman but was dissuaded by the organizers.

The organizers did hire members of a New Mexico commune known as The Hog Farm to keep the peace. The Hog Farm formed what they called the “Please Force,” who enforced their will by spraying patrons with seltzer water and hitting them with cream pies. How wild was that! Wavy Gravy, their leader, helped organize free meals for the masses.

The general feeling was that we were all in this together, and didn't need the help of any outside forces or resources. We were empowered to look after and take care of each other. Compassion, trust, empathy and kindness were the glue.

Max Yasgur who leased part of his milk farm for $10,000 for the festival endured threats from neighbors, but also support, for providing the property.

He had said at the time that he never expected the festival to be so large, but that "if the generation gap is to be closed, we older people have to do more than we have done."

When Max heard people were selling water to the concert-goers he was upset and instructed his family to fill all the milk containers they had with water and give it away free to whoever wanted it. Friends described Yasgur as an individualist who was motivated as much by his principles as by money. The New York Times called him a “farmer with soul."

In today’s corporate world, top teams demonstrate “psychological safety.” We know the importance of trust-building between the leader and his team, and amongst team members. The act of helping and trusting others releases oxytocin, a hormone, throughout the brain.

Are you, as a leader, generating a sense of trust amongst your employees and colleagues? Those factors are vital for productivity and satisfaction in work.

2. Perspective-taking: Closer is better

Perspective is one of the most important attributes for a leader to have, and a leader should know when it's best to stand back and reflect on, or when to closely analyze an issue at hand. Perspective-taking also helps minimize being on autopilot, when decisions are made with little forethought.

This was highlighted by our change in perspective by moving very close to the stage on Saturday night. This perspective was a highlight of Woodstock for me.

One of the main memories I have from Woodstock was being so close to Janis Joplin as she performed. I could see the veins popping out in her forehead and neck. It allowed me to see her passion and commitment to the music as she sang.

The Society of Rock reviewed her performance saying, “She may have been “three sheets to the wind,” but that day, Janis Joplin set the bar impossibly high – and no one’s been able to come close to her almost supernatural gift… it was her performance at Woodstock that turned her into a cultural icon.”

Seeing her so intimately is indelibly ingrained in my memory. In that moment, I felt I could truly see her and know her.

We were so grateful to see these great bands close up. It would have been an entirely different experience if we had stayed in the crowd.

What are things as a leader that you need to get closer to, out of the office for, and onto the front lines. Hear the aspirations of your people, or focus on the future of your organization.

Do you people really see and know you?

3. Slow thinking: Shortcuts aren’t shorter

This insight was highlighted when Ron and I hopped on a car so as not to have to carry a heavy tent we needed to for our overnight stay. Our decision had negative consequences for our friends (which you can read about in my previous post). This quick decision had long term relational consequences.

One of the concepts I share with leaders is to take the time for slow-thinking versus fast-thinking, which is elaborated in Daniel Kahneman’s book, "Thinking Fast or Slow."

We don’t need more practice in fast-thinking but leaders need to know when slow-thinking is necessary. Truly taking the time needed to examine others' input so as to have a better quality output of their decisions and communications is important for a leader.

Unless it is an emergency, leaders can improve their leadership with slow thinking, asking questions, getting more information, laying out positive and negative scenarios and examining all the assumptions at play. In the end, great leadership is exercising slow-thinking and trying not to act impulsively.

4. Taking initiative and grit.

Woodstock influenced the benefits of taking the initiative. We decided to go without knowing much of what to expect and it opened the door to more experiences.

Another time we took the initiative was on Sunday after the rain. The hillside was covered in mud. One of the most extraordinary sights was watching people running, jumping and sliding in the mud with joy. They were covered in mud but appeared to love the experience. We stood by and watched somewhat apprehensive of going all-in with the mud.

Leadership is taking action and getting dirty with your people, working hand in hand with them, and not being afraid to put in the long hours.

Although the crowd at Woodstock experienced bad weather, muddy conditions, a lack of food, water, and adequate sanitation, the overall vibe there was harmonious. People weathered the discomfort and stayed positive.

What do you need to jump into full force despite the risk of getting dirty? The sense of going all-in can increase your chances of success. Once in, grit helps you stay in.

Grit is the perseverance of effort combined with the passion for a particular long-term goal or end state. Grit is a driver of achievement and success, independent of and beyond what talent and intelligence contribute. Angela Duckworth in her book, "Grit," states, "Talent may be nothing more than unmet potential. It is only with effort that talent becomes a skill that leads to success.”

5. Passion prevails.

This was evident in all the musicians who put their craft on display. The concert-goers and all the volunteers from the Hog Farm, physicians, and staff who donated their time and gave their compassion to help others, were passionate about what they did and why they were there.

On the down side were some examples of where musicians demanded that they be paid in order to share their passion for performance. The Who, the Grateful Dead, and Janis Joplin all demanded pay before they would perform. In executive coaching, a weakness is often described as an overused strength. I have had many coaching conversations to help some dial down their passion at times when they are too self-serving about their abilities.

As a leader, one important focus we talk about in coaching is bringing out the strengths of your team members. A passion is often a strength that others build energy from. Do you know what energizes the people you lead?

6. Social connections: We are wired to connect

Woodstock united people of all races through music, fun, and peace. We stated previously how oxytocin is released when helping or receiving help from someone. Most people went to the festival; with others and have a bond and incredible stories to share, especially with the 50th anniversary is on the horizon.

We now know the benefits of having social connections. In our evolutionary development, being part of a tribe provided safety and security. Today, loving the people you work with can lead to more productivity and increased retention rates.

Social connections have been shown to:

• Improve your quality of life. One study showed that social connection is a greater determinant to health than obesity, smoking, and high blood pressure.
• Improve your mental health. Social connection led to more happiness, reduced stress, and increased self-esteem and confidence
• Help people live longer: Individuals with stronger social relationships had a 50% increased likelihood of survival.

Are you making time to stay connected to your friends and family? If you are a team leader are you designing activities for your people to connect and collaborate with each other as whole people versus a task completer?

We are social beings and are wired to connect.

As we approach the 50-year anniversary of Woodstock, I have enjoyed teasing out some of the leadership peeks that have grown into emotional intelligent leadership best practices.

The lessons of peace, music and a half million people living in harmony are goals for us to emulate more in our own organizations, cities, and homes today.

Visit drrellynadler.com for EI tools