More Moments That Matter: An In-Depth Conversation with Don Janssen
Have you changed in fundamental ways because of crucial moments which mattered in your life? How have you adjusted to those crucial moments? We spoke with Don Janssen about his most recent Servant Leadership Institute blog: "Moments that Matter: Sinking in Defeat or Rising to Lead.” Don is the former head of veterinary medicine for San Diego Zoo Global. He is also the author of the book Upside Down Leadership: A Zoo Veterinarian’s Journey to Becoming a Servant Leader. Speaking with Don from the SLI Team are Carol Malinski and Olivia Pence.
Carol Malinski: You called this particular blog “Moments That Matter.” Why did you choose that title? And what kind of moments were you referring to?
Don Janssen: Well, you know leaders are called mostly to bring hope and change things for the better. But often moments happen that change all that and intervene. So what I mean by “a moment” is something that's present in time right now that we often don't recognize the significance of immediately. I wanted to describe how important it is that we are alert to those kinds of events and how the significance down the road may be unexpected. People call these different things, maybe “wilderness experience”, or “crucible experience.” They can be big or small. Personal or totally public. But each of them are moments where you have a choice of how you respond to them. But I think really good leaders look at these moments as opportunities rather than problems. These are moments in time where we really have a choice of how we handle them.
Carol: Olivia, you can relate to this as well because I know you've had some health challenges. Was that a moment that mattered for you?
Olivia Pence: It was! I was recently diagnosed with a condition that affects connective tissue, and being a dancer, it has a huge impact on how I am focusing my future. I’ve had to shift my mindset drastically so I can continue to keep that passion in my life, while staying safe and conditioned to my new surroundings. That moment really altered how I take care of myself, and what my next steps will be.
Carol: Don, you chose your diagnosis of Parkinson's as a moment that mattered in your life. Why did you choose that as an example?
Don: Well initially, I wanted to share what it feels like to be diagnosed with a disease like that, something I had no real control over. But I know I did have control over how I responded to the moment. It was clearly something that has challenged my way of life; my family’s way of life, too.
Carol: There’s a bit of a human interest story in this particular piece, because about six months ago I was diagnosed with Parkinson’s Disease too. It's funny; it's a simple principle, but it’s become very clear to me: I can't control what this disease is going to do, but I can control what I can do. We live in a time where there is so much available we can use to improve our situation, whether it’s Parkinson’s or something else.
Don: Right, these moments come with a fork in the road. You can choose how you want to handle it.
Carol: Yeah, very interesting. So tell us your Parkinson's story.
Don: Well, everybody is different. For me, it was about seven years ago. As I was going to bed, I noticed that my little finger on my right hand would twitch. I could stop it but it would start again unless I really put an effort in. I didn't make much of it at the moment. But when I looked into it a bit more, I thought I was showing other signs of Parkinson's: slow movements and stiffness that was building up, that was more than what just age could account for. I was finally pretty sure. When my wife noticed some further signs, that’s when I realized it was really time for me to face this and get a diagnosis. That is also where I realized there were leadership principles involved.
Carol: So Don, you make the point that these moments that matter come without warning and that we have no control over them. Is it even possible to be prepared to deal with them?
Don: Yeah, I think it is. In fact, I think that's the whole point of all this. Because the more prepared we are, the more likely we are to have a favorable outcome. Now, we don't have control over the circumstances. My Parkinson’s is an example of it, as well. There are things that hit us all the time that we have no control over. But that doesn't dictate the outcome completely; our response to the circumstances have a big impact on the outcome. Good leaders look towards the outcome for how they can respond properly and make a difference. In fact, I think they can’t just overcome these obstacles, but they can transform these moments into something good that wouldn't have happened otherwise. That's where the magic of leadership comes in. You see it historically all the time.
Carol: You talk about some tactics we can use to help leaders in difficult situations. The first one is: “Relax, you're not alone.”
Don: The first reaction to these situations is to be fearful, and that's totally reasonable. It's part of the human condition. I believe it’s good for leaders to reveal their humanity, as long as you understand your motives. If your motive is to help others then I think being transparent can be very useful, especially if you’re willing to move forward from that position of fear.
Olivia: After labeling that fear and acknowledging it as you say, what is the next step?
Don: As a leader, you can’t stay in that situation of being fearful. No one wants a leader who stops there, they want to see courage in their leaders. I think labeling is a good way to look at it. Label it, recognize it, move on and then I think it's a good time to “Reflect and listen to other people.” From a leader’s perspective, even in crisis, such moments don't generally require immediate action. It’s a good time to seek wisdom from others. Look at the situation and make sure you understand the issues. Be realistic about it, people want realism. They don't need pessimism; they need realism to speak frankly.
Olivia: I completely agree. Reflection is such an important aspect of personal growth. It’s deeply important to listen to understand rather than reacting based on emotional response, which unfortunately happens more often than not.
Carol: This next one is the tough one for me personally, but you wrote: “Lean in.” What does that mean, “lean in”?
Don: You know when a fireman is running into a burning building while everyone else is running out? They're taking the direct approach. They're going right through to the problem, they're not avoiding
it. So be courageous like a first responder, lean into the problem, and I think by engaging in the circumstance, you're much less likely to be trapped by it later. I think good leaders understand that and others will naturally follow their lead.
Carol: The tendency for all of us, particularly when it's something that we are frightened of, is to ignore what’s really going on. I spent two years being frightened of finding out what was wrong with me, so I chose to come up with my own homespun theory of what was going on instead of simply facing the tests that had to be done. I’ve heard it expressed in a little bit different way, which is to “run toward our fear,” instead of running away.
Don: Exactly, once you acknowledge the fear, it doesn't have power over you anymore and you can run towards it.
“...once you acknowledge the fear, it doesn’t have power over you anymore and you can run towards it.”
Carol: Another tactic is equally as interesting: “Search for what the others don't see.” You call this “the pivotal point.”
Don: This is what sets apart really great leaders because, and this may sound simplistic, but others won't see what you can see, simply because they aren't going through what you are. You are a unique individual, you see things differently than other people. That is an opportunity. That gives you a unique perspective, and if you go below the surface, you can really take advantage of that situation. So I look at that as an opportunity to find new direction, new possibilities, and be creative. This is an opportunity to think differently than the pack that is probably stuck in fear, or stuck in the old ways, or stuck in a lot of different things. This is an opportunity to look for changes that are needed in yourself. You know, certain leaders look at themselves first and then your sphere of influence. What can you change that will make things different? This is an opportunity for something good to come from something bad.
Carol: I heard a quote the other day from Margaret Thatcher that really summed this up for me. She said: “You may have to fight a battle more than once to win it.” I think when we're dealing with those internal struggles we have, it's not always a “one-and-done” kind of situation. You know, you gain a little bit each time you go through it, but sometimes it takes multiple periods of the “lean in” part and reflecting and really taking that time to search for what other people don't see. You also write about “being grateful.”
Don: It's a way to see things in a positive light. Those disruptive moments can be far better teachers than the ones where we triumph. We don't learn a lot from our successes. We learn a whole lot more from those moments that are disruptive. View them as the valuable gifts they are, and acknowledge the people, and even the circumstances that helped get you through those difficult times. It can be uplifting for everyone. There's always something to be grateful for and to realize that the worse the situation is, the more you can learn from it.
Carol: Yeah, and you talk about “Connecting with people.”
Don: People are involved in everything we've talked about, obviously. But it's an opportunity to be the calming influence during the storm and to cultivate your empathy. It's an opportunity to serve others' needs first, not your own. What I really like about this is often in this process we discover there's a bigger purpose to all this that it's not even about me. You know, things that I can gain from this that will contribute to a bigger cause than just my own. Being able to connect with others in that perspective, I think is very useful.
Carol: Yeah. Olivia, what do you think you've learned or gained from going through the experience you had, in regards to your future with dance?
Olivia: I think one of the biggest challenges I had was the acceptance that I needed to find different ways to pursue my passion. But I found a lot of strength in accepting that I don't have to necessarily be the person dancing to still appreciate it. I can choreograph, I can open my own dance studio; these options are now available to me when I had originally cast them aside. It reminded me that dreams can change, and that’s not a bad thing. Those curve balls are really what help define you. I’m grateful to see where this new path takes me, and how I can still inspire and motivate people, just in different ways.
Carol: That's great, Olivia. Well, in light of all this, Don, how do you view your situation now with Parkinson's?
Don: Well, I won't try to tell you that I'm happy about having Parkinson's disease; I’m not. It’s taken a lot away from me and I'm still a little afraid of where it's leading. But I have to tell you, it keeps the lid on my ego. It's a constant reminder I don't have control over things in my life. It’s changed me to accept the hand I've been dealt and to be more tolerant of people with disabilities. It's brought me some precious relationships I wouldn't have had those otherwise. People think about disabilities as things that you lose but there's also things I've gained. That’s how I choose to look at it.
Carol: Do you have any final thoughts for us?
Don: From the leadership perspective, I think adverse experiences shape the lives of all of our extraordinary leaders one way or another. As a result of that experience they can speak with authority and wisdom instead of resigning themselves to fear and defeat.
Carol: No matter what your position may be. Maybe you're not in a specific job right now. Maybe you're a Mom at home with three or four kids; you're not excluded from this club, by any means. You're providing leadership and guidance and it doesn't get any more important than that.
Don: I think these leaders saw those moments as opportunities to grow themselves. To serve others and to spread hope. That's what leaders do - spread hope and they do it with credibility and integrity.
Link to Don’s blog “Moments That Matter: Sinking in Defeat or Rising to Lead”: https://bit.ly/36du1El
To purchase Don’s book: Upside Down Leadership: A Zoo Veterinarian’s Journey to Becoming a Servant Leader https://sdzglobalacademy.org/bookUpsideDownLeadership.html
For more information about the San Diego Zoo Global, please visit https://www.sandiegozooglobal.org/
Thank you for allowing us to add value to your day. We hope you enjoy getting to know the servant leaders we admire. For more information about Servant Leadership Institute, please visit our website at www.servantleadershipinstitute.com.
Don Janssen
DONALD L. JANSSEN, DVM, Diplomate, ACZM served San Diego Zoo Global in various leadership roles from 1985 until his retirement as Corporate Director, Animal Health. In 2016. Janssen led a staff of veterinarians, nutritionists, technicians and hospital keepers seeing to the health and well-being of more than 7,000 animals at the San Diego Zoo and Safari Park. He is the recipient of numerous awards, including the Emil P. Dolensek award in 2009, and the Lifetime Achievement Award in 2017, from the American Association of Zoo Veterinarians.