A Permaculture *of* Community Take dandelions. You can plant a perfect lawn but if your neighbors don’t eradicate their dandelions, you’ve got them again. Or take the common cold. You can take vitamins, eat great food, work out, but if your co-workers have the flu or if your kid’s kindergarten has the flu, you’ll likely get it. We are told we are all powerful individuals. Community is the only sensible context for change-making. Personal change is necessary but not sufficient for building the scale and depth of the change we need. The era of hyper-individualism – for all the creativity and empowerment it brought us – is waning. Living in a small village on an island teaches me this every day. I’m trying out “a permaculture of community” to hold this perspective. I’m now part of a permaculture club.
Positive Leadership: A Framework for Boosting Organisational Performance Smart organisations can achieve improvement and business benefits by equipping leaders with the capabilities to create a positive culture that leads to thriving performance. One of my favourite leadership development frameworks, and one I use a lot in accelerated leadership programs for large organisations, comes from the field of Positive Organisational Scholarship (POS), positive psychology in the workplace. It is particularly relevant when developing future leaders because it guides them to create a positive climate that enhances resilience and wellbeing in themselves and the people they lead while equipping them with skills to inspire high performance and manage people positively every day. Striving for the exceptional Kim Cameron designed the Positive Leadership model based on his empirical research on organisations that achieved exceptional success. Much of his work involved companies that thrived in the aftermath of restructure. Success strategies of positive leaders 1. 2. 3. 4.
What it really means to lead more effectively through empowerment | McKinsey&Company February 17, 2020In our last blog post, “Busting a management myth: empowering employees doesn’t mean leaving them alone,” we discussed how leaders’ fundamental misunderstanding of “empowerment” often results in management styles that doesn’t deliver for managers, employees or the organization. What then does it mean to truly empower those you manage, and what actions can you take to drive results? Genuine empowerment requires leaders to be involved, to be of service, to coach and mentor, to guide, to inspire – it means frequent, highly involved interactions, just of a different nature than the autocratic and controlling style. What are concrete actions leaders can take to empower others and improve the speed and quality of decision-making in their organization? 1. Define “in scope” vs. 2. 3. 4. Build capabilities (e.g. how to say no and have difficult conversations) Understand and address root causes, (e.g. avoiding or spreading accountability)
20 Things They Never Told Us About Going Social Honor code The User accepts the usage of the WEBSITE, and of the services associated to its courses, in accordance to all the rules and provisions under the current legislation. Moreover, the User agrees not to use them for political activities of any kind, or for the purpose of sending emails, or for publishing prohibited content, which is defined as: Slanderous or threatening content. Content that includes illegal activities or that encourages others to commit such activities. Content that violates intellectual property of others, included but not limited to, authorship rights, brand rights, or commercial secrets. Even though INTEF does not monitor the content published by the Users in a regular way, it reserves the right to delete prohibited content it is aware of, even if it is not obliged to do so. Finally, you accept not to access or attempt to access the account of any other user, as well as not impersonate or trying to as long as you are using these spaces.
Leo Buscaglia on Education, Industrialized Conformity, and How Stereotypes and Labels Limit Love by Maria Popova “Labels are distancing phenomena. They push us away from each other.” In the winter of 1969, shortly after a young woman he considered one of his brightest and most promising students committed suicide, Leo Buscaglia decided to deal with the flurry of confusion by starting an experimental class at the University of Southern California where he taught, exploring the most essential elements of existence — “life, living, sex, growth, responsibility, death, hope, the future.” The obvious common tangent, “the only subject which encompassed, and was at the core of all these concerns,” was love. The book opens with an adaptation of a magnificent lecture titled “Forward to Love,” which Buscaglia delivered in 1970 at a school in Texas, focusing on a more oblique and abstract but no less crucial aspect of love: how the laziness of stereotypes stifles its spirit and labels limit its transcendent power. Illustration from 'How To Be a Nonconformist' (click image for more)
Nine Principles for Co-Creating Culture Change How do you help organisations achieve positive, rapid and sustainable change? Traditionally change in organisations has been a top-down, linear, compliance process; first designed and then implemented. In today’s fast paced and complex world this takes too long and is too hard. To create that kind of positive, forward-thinking change we need to do it together. Co-creative approaches to organisational change such as Appreciative Inquiry, Open Space, and World Café have some very distinctive features that differentiate them from more familiar top-down planned approaches to change. Here are nine principles to guide co-creative change. Change is a many-to-many rather than one-to-many process. In co-creative change a lot can happen in a short space of time as conversation (and change) takes place simultaneously amongst people in various groups rather than relying on a linear transmission from top to bottom. The world is socially constructed. Conversation is a dynamic process.
How to Ensure Leaders are Ready to Lead Change | Change Management Review In change leadership we talk about “organizational readiness” to prepare employees to embrace change. Rarely do we speak of “leadership readiness.” Yet Prosci, a leading change research firm, reports year after year that lack of sponsorship is the number one cause of change failing to meet its objectives. It’s time to talk about “leadership readiness.” There are three primary barriers to leadership readiness: Leaders don’t fully understand their role.Cross-functional dysfunction erupts due to lack of alignment on approach, intent or outcomes.Leaders don’t solicit enough feedback to engage employees. Each of these result in changes that do not live up to their potential. How leaders fulfill their role Three things successful leaders do regularly: Provide active and visible support for the change.Understand the behavior impact caused by the change.Repeatedly communicate the need for change. Provide active and visible support. Understand the behavior impact. Repeatedly communicate. Summary