Fear is a potent human emotion that can sabotage success for even the brightest minds and biggest organisations. It can also undermine an organisations ability to harness the potential of those within it. Learning how to create a ‘culture of courage’ in which employees feel safe to push back, take risks and explore new possibilities is becoming an ever more valuable skill in today’s marketplace
Hive Chicago is a network of civic and cultural institutions dedicated to transforming the learning landscape by creating opportunities for youth to explore their interests through connected learning experiences.
Leadership is the technology of human potential. We know that leadership needs new concepts to adapt to a network era. Without the right new leadership concepts, we won’t realise the human potential of the future of work.
Change Agents Worldwide is offering solutions and development opportunities for change leaders looking to make the transition to network era. I am excited to work with an extraordinary team of change agents to bring that about. Leadership can come from any role, so building capabilities matters for all individuals and for all teams. The opportunities are tailored to people’s personal goals, needs and position in the organisation.
Creating the future of leadership in a network era takes a diverse series of influences. The list below is the set of books, articles and blogs that have most influenced my personal learning. Like all such lists it is partial and personal. There are too many great thinkers and leaders whose work I have not had the time to read or the space to include here. I have included a long list under categories to enable people to dip into sources that they may not have seen before.
If you are looking for some great places to start, here my list:
General Leadership Agenda:
The Leadership Challenge - Kouzes & Posner
On Becoming a Leader - Warren Bennis
Leading Out Loud - Terry Pearce
Delivering Happiness - Tony Hsieh
Maverick & The Seven Day Weekend - Ricardo Semler
The Contrarian’s Guide to Leadership - Steven B Sample
Small Giants - Bo Burlingham
The Rationale For Change
Future of Management - Gary Hamel
Moonshots for Management or What Matters Now - Gary Hamel
The Responsive Organization Manifesto
The Manifesto for a New Way of Work - Stowe Boyd *
Adaptive Leadership Techniques:
The Work of Leadership - Ron Heifetz & Donald Laurie
The Practice of Adaptive Leadership - Heifetz, Grashow & Linsky
The Australian Leadership Paradox - Liz Skelton and Geoff Aigner
Solving Tough Problems & Power and Love - Adam Kahane
Discovering Purpose & Authenticity:
Purpose posts from this blog
Purpose - Nikos Mourkogiannis
True North - Bill George
Personal and Organisational Learning:
Seek>Sense>Share - Harold Jarche
Teaching Smart People to Learn - Chris Argyris
The Living Company - Arie De Geus
Working Out Loud:
The 3 Tiny Habits
Wirearchy blog - Jon Husband
The Network Navigator
6 Social Media Skills Every Leader Needs - McKinsey
The Power of Pull - Hagel, Seely-Brown & Davidson
Multipliers - Liz Wiseman & Greg McKeown
Leadership that Gets Results - Daniel Goleman
Systems & Design Thinking
Fifth Discipline - Peter Senge
The Opposable Mind & The Design of Business - Roger L Martin
The Laws of Simplicity - John Maeda
Change by Design - Tim Brown
The Communication Catalyst - Mickey Connolly & Richard Rianoshek
Fierce Conversations - Susan Scott
Cultivating Communities of Practice - Wenger, McDermott & Snyder
Rules for Radicals - Saul Alinski
WISP at Sanofi Pasteur - Celine Schillinger
The First Follower - Derek Sivers
Any list like this is partial. These are the works on leadership that I go back to again and again as inspirations. This list clearly could be far more diverse and far longer.
Whose leadership inspires you? Who has been left out of this list? What materials should people read or engage with to design the future of leadership in the future of work?
I look forward to seeing your additional ideas and suggestions in the comments.
Change Agents Worldwide has a free e-book with essays on steps companies can take to be ready for the future of work.
* In an earlier version of this post Stowe Boyd’s Manisfesto was incorrectly referred to as The Manifesto for the New World of Work. The post has now been amended.
The reality is that we—all of us, not just the financial elite—are the collective sleepwalkers. How do we wake up? Why is it that, across so many major systems, wecollectively create results that nobody wants? Nobody wants to increase environmental destruction, poverty, cultural ADHD, or suicide. Yet we keep doing it. Why do we collectively recreate these patterns?
The office is more than a place that employees go to earn a paycheck. Relationships between employees and employers are essential in creating an efficient and successful businesses. For these relationships to flourish and employers to successfully manage employees, there needs to be some degree of trust.
The Jacobs Model , outlined in an infographic, identifies eight drivers of trust that are necessary in the workplace.
Provides an overview of the process used to develop tools to measure the impact of civic engagement practices in the human services field. Also presents the Civic Engagement Measurement System, which consists of an inter-related set of tools that represent a promising new approach to the measurement of outcomes and impacts in civic engagement.
When a combination of crises struck Somalia in 2010/11, famine left millions in need of emergency assistance. Drought, political instability, conflict, and food price spikes all contributed to the worst crisis the region had seen in 60 years, and more than a quarter-million people died.
However, the costs of the crisis were not equally borne: Despite the absence of humanitarian assistance in certain regions, some families adapted or quickly recovered. In short, they were more resilient. We wanted to know why.
The power of a networked world is shifting the emphasis of work from expertise to navigation. Are you ready to move from expert to network navigator?
From Expert to Navigator - a financial services example
Research into perceptions of an advice relationships in financial services consistently often comes up with a common theme. Usually, the financial services organisation is keen to build a trusted relationship with the client as an advisor and to demonstrate its depth of expertise in the advice process.
However, these goals are rarely what the client is looking to achieve. The client is often more interested in building a relationship with someone who is responsive to their needs and who can to help them navigate the complexity to find their own answers. The complexity the client needs to navigate is not just the financial decisions; it includes the organisations own advice and service processes. In times of complexity, uncertainty & change, clients are reluctant to be dependant on someone else’s expertise. They want control. They want to be guided across the map of choices and find an easier way through the process.
The Network Navigator
Networks and the increasing pace of change that they bring about are having a similar disruption for the traditional model of expertise-based advice.
Relying on a proprietary stock of knowledge is no longer enough to justify an advice proposition. Knowledge is increasingly a flow. Stocks of knowledge are out of date too quickly as the network learns more faster by sharing. If clients want access to stocks of knowledge, they can find the information themselves (& access a greater diversity of insight and experience) if they are prepared to put in the time and effort. Doing that work for them on an outsourcing basis is a low value task.
The challenge of a networked era is no longer gathering a stock of knowledge. The challenge is leverage rapid flights of knowledge and guiding others through networked knowledge creation. The skills that rise to the fore are no those of hoarding a stock of knowledge. The skills are those of being able to connect people, share capability and create new knowledge together.
The 8 Skills of a Network Navigator
A network navigator does not need to know the answer. They do not even need to know the whole way to the solution. They need to be able to lead others, to leverage the knowledge of the network and to find a way forward in collaboration to create new value:
Setting a course: In a complex world often the purposes, goals and questions are as unclear as the answers. Helping people clarify their objectives and questions before and during their engagement with the network is a critical role that the network navigator can play.
Seeing the big picture map: Navigators are people who can hold the network system in view and manage the micro detail to guide people forward. A navigator creates new value with an understanding the broader map and new & better paths that others may not have considered.
Make new connections: Increasing the density of networks can be critical to creating new knowledge and value from network interactions. Bridging weakly connected groups is another role that navigators can play to realise new insights and value.
Recruiting a crew and local pilots: Building community matters in new network ways of working. Community takes connection to a deeper and more trusted level and begins to accelerate learning and change. Network navigators know how to recruit crew to their travelling community and add local pilots as they need to learn faster in new parts of the network.
Translating strange cultures: Connecting diverse groups often means that there are differences of context, language and culture to be bridged before conversations can create new knowledge. Network navigators have the skills to understand and share diverse inputs.
Logging the journey: A network navigator works out loud to record their journey and let others contribute and benefit from the record. A network navigator nows there are many others seeking the same answers or looking for better paths forward and makes that possible by sharing their work and inviting others to contribute.
Weathering storms & avoid shoals: Journeys through networks are not linear and often unpredictable. The navigator has the experience and the confidence to see others through the storms and to sustain others in their journeys. Most importantly, when the storm is darkest, they have the passion to keep pushing and keep experimenting.
Navigating where there is no map: Network navigators need to be able to embrace uncertainty and ambiguity. They need to be able to lead others forward to learning even if it is dark and there be monsters.
Acknowledgements: This post is in large part inspired by conversations with a wide range of participants that occurred during John Hagel’s recent visit to Melbourne for the Doing Something Good dinner and Centre for the Edge workshops that I attended. It is also informed by ongoing conversations about new networked ways of working among all members of Change Agents Worldwide.
Dan Pontefract's latest blog post about the state of Enterprise 2.0 - and the need for behavioural change in our organizations in the way we lead, learn and collaborate.
If we are to talk about the next generation of the enterprise — Enterprise 2.0 — then we must also discuss behaviour, culture, learning or leadership in concert with the premise of collaborative-based technologies.