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Change the Worldview, Change the World – Kosmos Journal. Forty years after Thomas Berry’s “The New Story,” new generations are seizing on the power of narrative. I was sitting in a classroom in Assisi, Italy, with one of the leading environmental thinkers of our time, and he was talking about the power of story. “It seems that we basically communicate meaning by narrative,” he said. “At least that’s my approach to things: that narrative is our basic mode of understanding.” In that summer of 1991, Thomas Berry (1914—2009) was a 77-year-old sage; a Catholic priest—though never quite comfortably—a cultural historian, and a scholar of world religions, retired from teaching but at the height of his intellectual and prophetic powers. His central focus was addressing the deep roots of the ecological crisis. As a 21 year old college student who didn’t know much, this was more than enough to radically expand my consciousness.

The New Story “The New Story” began with sentences that would become an iconic expression of Berry’s insight: About Drew Dellinger. The time is right for open leadership. Leadership is power. More specifically, leadership is the power to influence the actions of others. The mythology of leadership can certainly conjure images of not only the romantic but also the sinister side of the human condition. How we ultimately decide to engage in leadership determines its true nature. Many modern understandings of leadership are born out of warfare, where leadership is the skillful execution of command-and-control thinking.

For most of the modern era of business, then, we engaged leadership as some great man or woman arriving at the pinnacle of power and exerting this power through position. Such traditional leadership relies heavily on formal lines of authority through hierarchies and reporting relationships. Authority in these structures flows down through the vertical hierarchy and exists along formal lines in the chain of command. However, in the late 20th century, something began to change. So leaders are becoming open, too. Control Communication Trust Autonomy.

Future of Leadership

Thinking the Unthinkable final printed interim version. The Hames Report: Leading Somewhere. All around the world people cry out for leadership. The question on everyone’s lips is, Where are today’s leaders? I can tell you. They are trapped in prisons of our own invention, snared by obsolete beliefs underpinning a narrative that emboldens individuals to come forward, hoists them up, exposes them to the spotlight’s glare and demands immediate action - all the while hindering the vital re-framing of knowledge so necessary for paradigmatic change. This is a scam - a betrayal of the highest order. Our present assumptions about leaders are archaic. Cognitive distortion is a psychological condition - a deluded state that affects individuals and groups alike.

This technique, a key component of Cognitive Behavioural Therapy, detects and challenges maladaptive, irrational, and anxiety-producing thoughts. Here is a down-to-earth illustration. So I started to reassess my situation. That was two months ago. These feelings run deep. But faith alone has its constraints. Untruths & fictions. The Corbyn Model of Leadership. The Corbyn Model of Leadership Of all the people currently in leadership positions in a major political party anywhere in the world, Jeremy Corbyn is the only one who shows the potential of being a leader who could begin to manage successfully the complex problems that all of our societies have to face in the coming decades.

Hillary Benn, and many of those urging Jeremy Corbyn to resign for the greater good of the Labour Party and the country, tell us that Jeremy is a decent, honourable, sincere man, but lacking in the leadership qualities that are needed to win elections. When I see or hear those comments I am astonished that no-one ever asks Corbyn’s critics what they think those election-winning qualities would be and who, in recent times, and/or in the current PLP (Parliamentary Labour (Lynch?) Party) has displayed them. Would they compare their qualities with those of notable election-winners of recent time in the UK and beyond?

Thatcher? Blair? What do we mean by ‘Leadership’? Mrs.

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The science of organizational transformations. When making large-scale organizational changes, the design of a transformation’s initiatives is not a matter of guesswork. Rather, the results from a new McKinsey Global Survey on the topic suggest that companies that design their initiatives to support desired shifts in mind-sets and behaviors see the most successful transformations. Prior McKinsey research on transformations confirms that change efforts are hard work and that implementation is critical to overall transformation success. The latest findings suggest that investing time and effort up front to design a transformation’s initiatives also matters.

According to the new results, the most effective initiatives involve four key actions: role modeling, fostering understanding and conviction, reinforcing changes through formal mechanisms, and developing talent and skills. These actions are critical to shifting mind-sets and behaviors. Effective design is not guesswork Executives also report that no one action is the most important. Charismatic bosses: A help or a hindrance? - BBC News.

Charisma is one of those things that we are supposed to fall for and admire. God-given grace and charm is magical, not to be sniffed at. Or is it? Radio 4 is about to embark on a series about it in many walks of life, ranging from St Paul to Sarah Bernhardt and into the 21st Century. The presenter Francine Stock asked me to suggest one or two business candidates for inclusion. Giants of business. Heroes. Charisma is an external force of nature: confidence, charm, power, "quick-thinkingness", combined with physical impressiveness. The more I thought about it, the more dangerous the whole concept became. For example, though they might like to think that they are - accountants are not charismatic, though they now often rise to the top of large organisations.

Charisma is about more than power. Corporate charisma For example, Henry Ford is probably the most striking example of what must be corporate charisma. Big and hugely influential maybe, but was this charismatic? Larger than life. Cultivating a New Generation of Leader: The System Entrepreneur - The Rockefeller Foundation. Innovation, Resilience Only a few weeks ago, Nepal experienced a 7.8 earthquake that took the lives of more than 7,000 people, destroyed almost 300,000 homes, and left the remaining population with years of rebuilding and recovery. Today, disruptions like this are increasingly common, exacerbated by the triple threat of globalization, climate change, and urbanization.

Not a month goes by without a crisis erupting somewhere in the world: civic unrest, an economic catastrophe, disease outbreak, or an environmental disaster. As these events become more frequent—and the world as a whole more interconnected—problems become harder to solve as they sit at the intersection of many fields, geographies, and sectors. 1. We believe that solving 21st-century challenges requires strategies with innovation at the core, looking beyond sector or institutional boundaries for potential answers. 2. 3. “It’s more important than ever to build and empower a community of change agents.” Tags for this post. How centered leaders achieve extraordinary results. For the past six years, we have been on a journey to learn from leaders who are able to find the best in themselves and in turn inspire, engage, and mobilize others, even in the most demanding circumstances.

And the business environment has become more demanding: the global financial crisis and subsequent economic downturn have ratcheted up the pressure on leaders already grappling with a world in transformation. More than half of the CEOs we and our colleagues have spoken with in the past year have said that their organization must fundamentally rethink its business model. Our work can help. We have conducted interviews with more than 140 leaders; analysis of a wide range of academic research in fields as diverse as organizational development, evolutionary biology, neuroscience, positive psychology, and leadership; workshops with hundreds of clients to test our ideas; and global surveys.

Podcast How centered leaders achieve extraordinary results Exhibit Enlarge Meaning Positive framing. The End of Leadership — On Leadership. Here’s a tiny question. What happened to this generation of leaders? Climate change, financial crisis, inequality, debt, stagnation, robo-dystopia…a nearly endless, panic-attack inducing list of Really Major Effing Global Issues Threatening the Ongoing Survival and Prosperity of Humankind…and they mostly seem to be slumped over snoring at the wheel…when they’re not busy clapping each other on the back steering us dead-on into the icebergs. In this little essay, I want to advance a small thesis. Many of today’s leaders aren’t worthy of the word. Let me explain, with a simple example.

There is no good reason for Wolfgang Schauble and Angela Merkel to force, as they are surely doing, Greece to exit the euro. There is no good reason for David Cameron and George Osborne to be inflicting 15 years of austerity on an already-depressed UK. I could repeat these stories with reference to politicians around the globe. So what gives? It is that they are demagogues. Access denied. Three Tests of Leadership in the New Disengagement Economy | Robert Hall. "This year, employee engagement and culture issues exploded onto the scene, rising to become the No. 1 challenge around the world. " -- Global Human Capital Trends, Deloitte, February, 2015 The growing concern regarding disengaged employees reflects a simple truth: leadership requirements have changed, most leaders have not. Disengaged employees are part of a broader mega-trend: steep relationship decline across home, work, politics and faith. In business, this so-called Disengagement Economy reflects organizations burdened with the heavy cost of uncommitted workers, stunted innovation, weak customer relationships, low-performing teams, and productivity loss.

Many leaders are operating in an outdated leadership model where compliance substitutes for commitment. As millennials, the group least engaged with today's leaders and most engaged with social media, become our largest workforce demographic in 2015 -- the leadership challenge will only grow. It's not just business. The Embodied Mind. To be fruitful, the encounter between Buddhism and science demands intellectual boundary crossers—rare scholars who are expert in both realms, who can translate ideas across the divide and identify and critically appraise assumptions each side brings to the table. The philosopher and cognitive scientist Evan Thompson is one of these.

Thoroughly grounded in Western and Buddhist philosophy and learned in science, Thompson has been dedicated to cross-cultural and interdisciplinary dialogue between Buddhism and cognitive science for over two decades. Bringing clashing points of view into conversation is a calling Thompson was born into. He is the son of the social philosopher and cultural critic William Irwin Thompson, who founded the Lindisfarne Association—an Esalen-like think tank and retreat devoted to “the study and realization of new planetary culture.” It was at Lindisfarne that Thompson met the renowned scholar of Tibetan Buddhism Robert Thurman.

—Linda Heuman, Contributing Editor. Why-some-teams-are-smarter-than-others. Individual intelligence, as psychologists measure it, is defined by its generality: People with good vocabularies, for instance, also tend to have good math skills, even though we often think of those abilities as distinct. The results of our studies showed that this same kind of general intelligence also exists for teams. On average, the groups that did well on one task did well on the others, too. In other words, some teams were simply smarter than others. We next tried to define what characteristics distinguished the smarter teams from the rest, and we were a bit surprised by the answers we got. We gave each volunteer an individual I.Q. test, but teams with higher average I.Q.s didn’t score much higher on our collective intelligence tasks than did teams with lower average I.Q.s. Instead, the smartest teams were distinguished by three characteristics.

First, their members contributed more equally to the team’s discussions, rather than letting one or two people dominate the group. 41464_economist_winds_of_change_lr_(1).pdf. Why Storytelling Will Be the Biggest Business Skill of the Next 5 Years. This is a guest post by Shane Snow, chief content officer at Contently, a New York company that connects freelance journalists with corporate assignments. The article first appeared on the Content Strategist blog. In 2012, a pale woman with crazy eyebrows and a keytar strapped to her back made a video of herself, wearing a kimono and holding up hand-Sharpied signs on a street in Melbourne.

One by one, the signs flipped, explaining that the woman had spent the last 4 years writing songs. She was a musician, and had parted ways with her record label, which had said the cost of her next album would be a whopping $500,000. She and her band mates were very happy to no longer be with the label, and had worked hard to create some great new music and art. “This is the future of music,” one of her signs read. And then she posted the video on Kickstarter. Palmer changed the game for independent musicians with that campaign. Good stories surprise us. Businesses Need To Tell Good Stories. 5 Routines To Clear Mental Clutter. That smartphone in your pocket? It’s nearly doubling the amount of time you spend working. A 2013 survey by the Center for Creative Leadership found that the typical smartphone-carrying professional interacts with work an average of 72 hours a week.

No wonder we’re all so stressed out. "Year after year, people complain of being more overwhelmed than they were the year before," says Scott Eblin, author of Overworked and Overwhelmed: The Mindfulness Alternative "It’s an epidemic that needs to be addressed. " It started during the financial crisis of 2008, says Eblin. For Eblin, an executive coach and president of the Eblin Group, the impact of stress hit home in 2009 when he was diagnosed with multiple sclerosis. "Managing MS is about managing stress," he says. The entry point to mindfulness is awareness, but Eblin says the endless amount of distractions in today’s world makes it difficult. The opposite of fight or flight is "rest and digest. " 1. 2. What was supposed to happen? 3. 4. 5. 10 ways to gain real superpowers that will change your life. Is Social Media Killing the Strategic Thinker? | Decision Strategies International.

The rise of social media has, at least in theory, helped to “shrink” the world, making it easier than ever to share ideas, thoughts and opinions with people – sometimes even virtual strangers – across the world or across the street. In reality, though, social media often has a negative effect on strategic, outside in, thinking. That’s because instead of engaging with people who have diverse opinions, too often we end up listening to those who share our entrenched beliefs, thereby confirming our views in a “self-reinforcing eco chamber.” While “groupthink” is not new, the phenomenon as it relates to social media was confirmed in a recent study by the Pew Research Center and Rutgers University.

Researchers explore what they call the “spiral of silence” — the tendency of people to avoid voicing views they believe are not shared by their friends or followers. We know critical thinking separates truly strategic and innovative leaders from the rest. Broaden Your Information Sources. David Cooperrider on appreciative inquiry as sustainable design factory at Weatherhead School of Management. Thomas Malone on Building Smarter Teams. Here Are All The Quantifiable Reasons You Should Hire More Women. The Choice all Leaders Face.