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Making the big cheese

Making the big cheese | LeadershipABC | Scoop.it

In troubled times, leadership is key, and can make the difference between profit and bankruptcy. So what makes a successful CEO? 

Kenneth Mikkelsen's insight:

Skip all the "How to..." and "Do this..." articles and read this one instead. A phenomenal article with references to the work of Kevin Dutton and Manfred Kets de Vries.

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About LeadershipABC

About LeadershipABC | LeadershipABC | Scoop.it

The purpose of this site - LeadershipABC - is to help leaders rethink, redefine, and reshape their organizations and themselves to meet the challenges of the future.


I collect stories on leadership/management, that I find useful, educational, and inspirational to others. 

 

It is no longer a futuristic vision to talk about a volatile, uncertain, complex and ambiguous business environment. It is the reality that most leaders face every day. 

The way we work is fundamentally under pressure and it is evident that leaders must develop new responses and capabilities to navigate in the world and stay relevant. 

                                                 ★★★★★


I believe that knowledge is everything. Knowledge is ideas. Knowledge is power. Knowledge is hope. 

But only if it is shared and applied.


That is why I created LeadershipABC on Scoop.it. My personal aim is to provide you with stories you can learn and grow from. The kind of stories that provokes personal reflection and constructive action. 

I'm co-founder of FutureShifts, a consultancy that helps visionary companies identify and tackle the big shifts in the world by cultivating the skills, mindsets, behaviors and organizational cultures needed to succeed in times of change.


You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen

Google+: https://plus.google.com/+KennethMikkelsen

Twitter: www.twitter.com/LeadershipABC

 

I hope you'll be inspired.

 

Enjoy!

 

Kenneth

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What Millennials Want from Work, Charted Across the World

What Millennials Want from Work, Charted Across the World | LeadershipABC | Scoop.it

As more Millennials assume leadership positions around the world, organizations are becoming increasingly concerned with how to ensure their success. However, most existing research on those born between the early ‘80s and late ‘90s is skewed toward understanding what a narrow, typically Western, population wants. Conclusions based on such a limited sample could lead to bad decisions (and missed opportunities) around attracting, retaining, and developing millennial leaders in a global business environment.


Kenneth Mikkelsen's insight:

To broaden our understanding of what Millennials want at work, INSEAD’s Emerging Markets Institute, Universum, and the HEAD Foundation conducted the first of what will become an annual survey of Millennials — and the largest study of its kind. We surveyed 16,637 people between 18 and 30 years old, in 43 countries across Asia, Africa, Europe, Latin America, the Middle East, and North America.


The data was collected from May to August 2014, and the results are presented in “Millennials: Understanding a Misunderstood Generation.

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Roy Sheneman, PhD's curator insight, February 24, 9:08 AM

Interesting bit of research to consider and apply to your management style...

judyhouse's curator insight, February 24, 4:32 PM

Millennials’ pursuit of work-life balance over money, or their expectation of rising rapidly in their chosen careers. Are these and other stereotypes really true? Seems there's a connect between passion and purpose.

Ian Berry's curator insight, February 24, 11:21 PM

Anyone with eyes and ears open knows all this. The key is the action we take

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A Model for Corporate Agility

A Model for Corporate Agility | LeadershipABC | Scoop.it

Resources on Diagnostic Mentoring: Managing in Turbulent Times by Lukas Michel. This is some of the most interesting work being done in reinventing organizations. Via this link you'll find articles from conference presentation, publications and papers.


I also encourage you to read Lukas' books: 


Management Design: Managing People and Organizations in Turbulent Times: a Visual-Thinking Aid


The Performance Triangle: Diagnostic Mentoring to Manage Organizations and People for Superior Performance in Turbulent Times



Via Lukas Michel
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Lukas Michel's curator insight, December 17, 2014 4:08 AM

A preview on our new publication with the research on our book and management model for more agility of firms: Download: http://www.agilityinsights.com/en/publications/Publications

Antoine Bonhomme's curator insight, February 19, 5:07 AM

Interesting model with some details on the level of interactions between the different part of the triangle (leadership, culture, system), in the context of increasing pace of change, where stability of organizations becomes rare and challenge ability of companies to remain high perrfomers.

Steve Petzer's curator insight, February 19, 10:09 AM

"To win in an increasingly dynamic, ambiguous, and volatile environment, leadership teams in most industries must be agile – flexibly react to early signs and act on them quickly.  In the increasingly complex operating environment of an organization where stakes on even small decisions are high, leaders need to rely on employees at the periphery to make decisions..."

Agility and trustworthiness are to very key characteristics any winning team should have!

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Shifting to more people-focused management styles

Shifting to more people-focused management styles | LeadershipABC | Scoop.it

Business is broken, with engagement and trust at an all-time low. A radically different way of thinking and acting, which focuses on people as the source of value, is needed. 


Kenneth Mikkelsen's insight:

This article in HR Magazine is written by Vlatka Hlupic, the author of The Management Shift: How to Harness the Power of People and Transform Your Organization For Sustainable Success.


I strongly encourage you to read Vlatka's excellent book. You can also follow her on Twitter here: @ManagementShift.


Watch an additional video with Vlatka here: Increasing profits by giving up control. Lastly, you can also read this article: Leading in all directions


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María Dolores Díaz Noguera's curator insight, February 11, 8:15 AM

El Cambio de la Gestión: como aprovechar el poder de la gente...Shifting to more people-focused management styles | @scoopit via @LeadershipABC http://sco.lt/...

David Hain's curator insight, February 12, 7:16 AM

We need to create human workplaces!

Prof. Hankell's curator insight, February 12, 9:26 AM

 Two of the main barriers to a lasting and effective leadership transformation are compartmentalization – treating ‘the people side’ as separate from strategy and cost control – and command and control mindsets, which often persist after a nominal shift towards empowerment has been made. 

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How Do You Rank the World’s Best CEOs?

How Do You Rank the World’s Best CEOs? | LeadershipABC | Scoop.it

How do you measure a CEO’s impact? An HBR team recently addressed that question by ranking CEOs according to the increases their companies have seen in total shareholder return and market capitalization across their whole tenures.


Kenneth Mikkelsen's insight:

The raking from HBR illustrates that social relevance must be taken into account when you measure a CEO’s impact.


Companies need to understand what value they are creating, not only for their investors, but also for their employees, customers, and society at large – and they need to know how their reputations reflect this net value creation.


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Tony Brugman (Bright & Company)'s curator insight, February 10, 5:13 AM

Wise decision by HBR to re-rank and recalculate their 'best-performing CEOs list'. This time the researchers did not only look at financial results, but also created a "non-financial performance index” (eg. workplace, citizenship, and governance). With interesting results...

 

Bonus quote:

"A great CEO’s legacy is never as one-dimensional as the ledger."

Lisa McCarthy's curator insight, February 10, 12:49 PM

Companies now need to understand what value they are creating, not only for their investors, but also for their employees, customers, and society at large – and they need to know how their reputations reflect this net value creation.

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Do you take the blue pill or the red pill?

Do you take the blue pill or the red pill? | LeadershipABC | Scoop.it

We find ourselves at a stage between The Industrial Age and The Network Age, which is hardly breaking news to anyone; but recent years have accelerated the interconnected shifts. So why is it that we as human beings continue to pursue strategies that we know are wrong? Why is it that we fail to change our course?


Kenneth Mikkelsen's insight:

The scene in The Matrix illustrates the difficult choice that business leaders face nowadays. Do you acknowledge the new reality and adapt to it? Or do you choose to carry on with the same mindset, skills, behavior and organizational culture, knowing that it will potentially damage your future existence?


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Steve Bax's comment, February 6, 10:06 AM
Excellent article. I have added it to the Marketing Leadership and Planning scoop.
Ron McIntyre's curator insight, February 6, 10:06 AM

Interesting approach. What do you think? Would love to see some discussion on this topic.

Ian Berry's curator insight, February 7, 1:09 AM

Very insightful article The blue pill is indeed the status quo and letting go the status quo when it no longer serves humanity is the key to leaving one age and entering the next

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Adjust Your Global Compass

Adjust Your Global Compass | LeadershipABC | Scoop.it

Many of our assumptions of globalization are formed by personal bias and public opinions that are expressed without substantiated data. As a result, executives lean towards dangerously flawed decision-making too often and pursue global one-size-fits-all strategies.



Kenneth Mikkelsen's insight:

In an interview with Pankaj Ghemawat, one of the world’s most accomplished business professors and global strategists back in 2011, I asked him to elaborate on the current state of globalization and the implications for executives who have to navigate through a heavy fog of misinformation. The points that Ghemawat made during the interview are still valid today.


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The Neuroscience Of Being A Good Leader

The Neuroscience Of Being A Good Leader | LeadershipABC | Scoop.it

Find out why it's important for leaders to understand how people feel about the freedom they have and their relationships at work.

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Charlotte Hitchcock's curator insight, January 24, 4:11 AM

Excellent article. More managers need to be aware of the negative impact of "micromanaging "  on their teams

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Turning Who You Are into What You Do

Turning Who You Are into What You Do | LeadershipABC | Scoop.it

How others perceive our identity and actions may be very different to who we think we are and what we think we’re doing.


Kenneth Mikkelsen's insight:

Contemporary neuroscience has now affirmed Freud’s inferential assumptions - that we are all quite ignorant of ourselves and of the mechanisms that determine a large part of how we feel and act.


In the corporate world, the fact that much of our mental activity is done on an automated mode explains the dichotomy between what executives say they do, and what they actually do. Why the significant gap between good intentions and actual behaviour exists, and why so many executives are completely unaware, of it is troublesome.


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Miguel Paul Trijaud Calderón's curator insight, January 25, 11:01 AM

Interesting article that links the Vulnerability concept with the classic Micro Manager behaviour.

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Global CEO Survey 2015

Find out how confident CEOs are in the economy and in their own business growth prospects, what worries them the most, and where they're looking for growth opportunities.


Kenneth Mikkelsen's insight:

Read the 2015 report for the detailed findings from the 18th Annual Global CEO Survey conducted by PwC. 


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The Most Innovative Companies Have Long-Term Leadership

The Most Innovative Companies Have Long-Term Leadership | LeadershipABC | Scoop.it

Call 2014 the year of innovation. A Gartner survey of almost 500 executives at global corporations revealed that growth is this year’s top priority. Google Trends reveals that interest in disruptive innovation crept up to peak levels this year.

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Ron McIntyre's curator insight, January 6, 11:08 AM

Some interesting insights. What will it take to grow? Can disruptive innovation continue to expand? I personally believe it is going to expand even more!

Nicole-Savvina K. Kotronarou's curator insight, January 7, 3:54 PM

“If your actions inspire others to dream more, learn more, do more and become more, you are a leader...”
Innovation & Leadership on the same path 

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Make the Right Choices to Create a Winning Strategy

Make the Right Choices to Create a Winning Strategy | LeadershipABC | Scoop.it

Under A. G. Lafley’s leadership from 2000 till 2010, Procter & Gamble's sales doubled, profits quadrupled, market value increased by more than $100 billion, and its portfolio of billion-dollar brands – such as Pampers, Olay, and Gillette – grew from 10 to 24 as a result of P&G’s focus on winning strategic choices, consumer-driven innovation, and reliable, sustainable growth.


This is the story of the strategic choices that founded P&G’s transformation.

Kenneth Mikkelsen's insight:

I sat down with Roger Martin and asked him to share some insights about the framework that transformed P&G and made strategy a part of the culture and thinking of the company.


The interview with Roger Martin relates to the book Playing to Win, which he co-authored with A. G. Lafley. 


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Our obsession with heroic sustainability leaders will leave us all disappointed

Our obsession with heroic sustainability leaders will leave us all disappointed | LeadershipABC | Scoop.it

We need to let go of the assumption that captains of industry must control, rather than liberate and empower, people and nature.

Kenneth Mikkelsen's insight:

The damaging consequence of a focus on traits is that it suggests we need to select the right people to run our lives, rather than consider what forms of hierarchy or non-hierarchy can elicit the best group behaviours to achieve desired goals.


Instead of a focus on heroes with great traits, to develop sustainability leadership we should enhance our understanding of how to develop leaderful groups, where senior role holders act as hosts not heroes, and enable leadership to emerge from within the group.


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Miklos Szilagyi's curator insight, December 8, 2014 8:48 AM

Right... although to search for traits helping leaders being more apt to lead the more and more complexity remains always searching for traits determining the potentially useful leaders...

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You Don’t Have to Be the Boss to Change How Your Company Works

You Don’t Have to Be the Boss to Change How Your Company Works | LeadershipABC | Scoop.it

Most workplaces face constant imperatives for change - from trivial-seeming matters such as installing new office printers to major ones such as implementing new policies to support diversity. The question of how to drive change, though, is perennially vexing.


Kenneth Mikkelsen's insight:

It’s no surprise that people resist organizational change - they are overworked and overburdened, and simply don’t have the bandwidth to embrace change. Further, they rely on habits and routines to help them meet their own work demands, and so change - which disrupts those habits and routines, and forces people to engage in new, active, and energy-demanding ways - appears highly undesirable.


An effective strategy for creating change requires several elements, but one of the most important is to convince people to alter their attitudes—to move from rejection to openness, at least, or embrace, at best. If you can create change in people’s attitudes, it’s much easier to change their behavior.


But you need to know where people's OK Zone is first and foremost. 

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Is Your Leadership Style Right for the Digital Age?

Is Your Leadership Style Right for the Digital Age? | LeadershipABC | Scoop.it

Advancement in digital technologies has disrupted everything, including leadership styles.


Employees want more ownership rather than to follow instruction; customers want to participate in the marketing and development process; and leaders are finding that open and agile organizations are able to maneuver more effectively than organizations where all insight and direction comes from the top. In short, the autocratic Commander, whether brilliant or misguided, just won’t cut it anymore.



Kenneth Mikkelsen's insight:

What has changed in the last 20-30 years to require new ways of leading?


Technological advancement has created a ripple effect that is transforming the market. Today’s digital technologies — social, cloud, big data analytics, mobile and the Internet of everything — have created new, intangible, sources of value, such as relationships and information that are delivered by new business models.


Along with the new sources of value, customers and employees’ wants and needs have evolved as digital technologies have created new ways of interacting with businesses.

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Becky Willmoth's curator insight, February 20, 6:08 AM

Within this article four leadership styles are discussed, with a place advocated for each. However in the digital age, the co-creator is the most desirable and rarest of the leadership styles described. Desirable as she or he generates more innovation, growth and profit. Rare as the capabilities required of this leader are complex and borne of authenticity and trust, with a preference for eco, rather than ego, systems.


To support the evolution of the co-creator, leadership development approaches should enable leaders to create broad and diverse networks, encourage them to bridge (or remove) boundaries, offer a space to relinquish control and the desire to create shared value. 

june holley's curator insight, February 20, 7:10 AM

Even though this is directed at businesses, it shows how we are moving to a network age where people want to be part of engaged networks. How do we shift our ideas about leadership to support this larger shift?. 

Shannon Banks's curator insight, February 22, 5:29 PM

Top-down leadership is no longer viable in the digital age. This article gives great context for technological reasons behind this shift.

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The Cynefin Framework: Using the Most Appropriate Problem-Solving Process

The Cynefin Framework: Using the Most Appropriate Problem-Solving Process | LeadershipABC | Scoop.it

The most effective leaders understand that problem solving is not a "one-size-fits-all" process. They know that their actions depend on the situation, and they make better decisions by adapting their approach to changing circumstances.


But how do you know which approach you should use in a particular situation? And how can you avoid making the wrong decision?


Kenneth Mikkelsen's insight:

Use Dave Snowden's Cynefin framework to identify the type of situation you’re in, so that you can decide how to move forward.


Watch also this video with Dave Snowden explaining the Cynefin framework. And dig into Dave's blog posts here


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Mike Donahue's curator insight, February 16, 10:19 AM

This framework provides guidance to solving different problems in different ways rather than approaching all problems with the same process. The article provides some simple but clear examples of how to know which situation you're in and how to proceed.

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Smart Leaders Are OK with Seeming Uncertain

Smart Leaders Are OK with Seeming Uncertain | LeadershipABC | Scoop.it

Though it may be particularly hard for leaders to embrace uncertainty after years of being taught to display confidence, there is a clear business benefit in doing so. Research has shown that over-confident CEOs make overly risky decisions, often at the expense of their shareholders. Leaders who are able to come to terms with uncertainty and communicate it to employees may avoid such bad decisions.



Kenneth Mikkelsen's insight:

Confidence always looks good, but it doesn’t always work. In the long term, honesty is the only sustainable strategy. 


Rather than fooling themselves, or us, we should want our leaders to represent the truth, even when it makes their jobs harder. That is, after all, one of the great missions to which we entrust them: to take the complex information and broad vantage point to which they have access and convey it to the rest of us in a useful way. Doing so represents authentic and courageous leadership, even if it means being less certain.


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Kimberley Richardson's curator insight, February 12, 8:09 AM

Truth, transparency and vulnerability are the qualities of any great leader today - especially those who want to build trust.

george_reed's curator insight, February 12, 3:05 PM

For an excellent exploration of this topic, consider Embracing Uncertainty: The Essence of Leadership by Phillip Clampitt and Robert DeKoch.

Don Lowe's curator insight, February 15, 5:24 PM

It's amazing how difficult it is for people to use the phrases:"I don't know", "I need help", or "I was wrong".


But who would you rather work with or for...

1. Someone who, faced with a challenge they don't understand, pretends to know the answers (to give you confidence in their leadership)....or...

2. Someone who asks for your help when they  recognise they are in a situation that is beyond their level of competence?


Knowing (and admitting) when you're incompetent - perhaps the most important leadership competence!

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How to Lead in Ambiguous Times

How to Lead in Ambiguous Times | LeadershipABC | Scoop.it

A glance at today’s headlines leaves little doubt that we have entered a new era of geopolitical turbulence. Acts of terror and violence, humanitarian crises, and public health emergencies are rarely localized events. Instead, these shocks transcend borders, presenting global challenges. Just as one crisis fades, another rises to take its place.


Kenneth Mikkelsen's insight:

Stability, resilience, and relationships are the keys to thriving amid geopolitical crises.


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María Dolores Díaz Noguera's curator insight, February 8, 1:39 PM

Claves para la dirección...How to Lead in Ambiguous Times | @scoopit via @LeadershipABC http://sco.lt/...

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Organizing for the Unpredictable

Organizing for the Unpredictable - NOBL Collective - Medium

Barraged by lists of predictions, trends, and otherwise guesses. Swaddled in our own strategic plans. Yet, 2015 won’t conform neatly to our organizational goals and expectations — to succeed, we must learn to adapt ourselves and our organizations to the unforeseen events that will undoubtedly shape the year ahead.



Kenneth Mikkelsen's insight:

We live now in a world that is far more connected, frenetic, and unpredictable than ever before. A world that will outpace us, outwit us, belie our expectations, and make fools of our best laid plans — that is, if we don’t learn to adapt ourselves and our organizations.


I encourage you to have a look at Bud Caddell's organization, NOBL, here.

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Prof. Hankell's curator insight, February 1, 11:39 PM

We live now in a world that is far more connected, frenetic, and unpredictable than ever before...

Miklos Szilagyi's curator insight, February 2, 9:52 AM

“The important thing is to be able at any moment to sacrifice
what we are for what we could become”
— Charles Du Bos


"The survival of the fittest is the ageless law of nature, but the fittest are rarely the strong. The fittest are those endowed with the qualifications for adaptation, the ability to accept the inevitable and conform to the unavoidable, to harmonize with existing or changing conditions."
– Dave E. Smalley

Jan Matulewicz's curator insight, February 5, 3:58 AM

If the truly unthinkable is about to materialize anyway, since the certainty of our human ways in the near future is vanishing, one of the prudent strategies is engineering miracles both in personal life and business.  I find strange synergy in what is a joke today http://jahumatulewicz.blogspot.com/2015/02/engineering-miracles.html and what will be sensible tomorrow.

 

 

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Leadership as the Search for Greater Coherence

Leadership as the Search for Greater Coherence | LeadershipABC | Scoop.it

Literature around leadership is not hard to come by, but there are few texts that examine the process of leadership from where it begins – in the leader’s mind.

Kenneth Mikkelsen's insight:

In this article from European Business Review Nathan Harter analyses how great leaders have embraced the often complex multiplicity of their decisions and so brought coherence to their leadership.


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The Dawn of System Leadership

The Dawn of System Leadership | LeadershipABC | Scoop.it

The deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the system leader, a person who catalyzes collective leadership.


At no time in history have we needed such system leaders more. We face a host of systemic challenges beyond the reach of existing institutions and their hierarchical authority structures. Problems like climate change, destruction of ecosystems, growing scarcity of water, youth unemployment, and embedded poverty and inequity require unprecedented collaboration among different organizations, sectors, and even countries. Sensing this need, countless collaborative initiatives have arisen in the past decade - locally, regionally, and even globally. Yet more often than not they have floundered - in part because they failed to foster collective leadership within and across the collaborating organizations.


Kenneth Mikkelsen's insight:

We are at the beginning of the beginning in learning how to catalyze and guide systemic change at a scale commensurate with the scale of problems we face.


In this article Peter Senge, Hal Hamilton and John Kania share their insights on the system leaders needed to foster collective leadership. 


According to the authors there are three core capabilities that system leaders must develop in order to foster collective leadership:


1. The ability to see the larger system.

2. The ability to foster reflection and more generative conversations.

3. The ability to shift the collective focus from reactive problem solving to co-creating the future.


The authors cover a lot of ground in the article. Here are a few points:


  1. Systemic change needs more than data and information; it needs real intelligence and wisdom.
  2. System leaders understand that plans and space are the yang and yin of leadership. Both are needed. But what is needed even more is balance between the two.
  3. Everybody wants tools for systemic change. But too few are prepared to use the tools with the regularity and discipline needed to build their own and others’ capabilities.
Senge, Hamilton and Kania goes on to mentioning a few tools and how they can be applied to develop core leadership capacities: 

Tools for seeing the larger system.
"Systems mapping" can be used to extend this inquiry by helping stakeholders build a visual picture of the relationship and interdependencies beyond the boundaries they normally assume.

Tools for fostering reflection and generative conversation.

"Peacekeeping circles" used by Roca and the dialogue interviews conducted by Winslow.


“Peer shadowing" means that a person accompanies somebody for a defined period of time to observe him/her during work and learn from this observation. 


"Learning Journeys" allow participants to move into unfamiliar environments, immerse themselves in different contexts and step into relevant experiences. 


"Dialogue interviews" engage the interviewee in a reflective and generative conversation. This tool can be used to prepare for projects, workshops, or capacity building programs.


I recommend that you look at some of the tools on Presencing Institute's (Otto Scharmer and Theory U) website here.  


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Ian Berry's curator insight, January 23, 9:12 PM

There's a lot to like in this article and much to contemplate. I particularly like the 3 core capabilities of see the large system, further reflection and more generative conversations, and shifting from reactive problem-solving to co-creating the future.

Jason Leong's curator insight, January 25, 7:13 PM

"System leaders like Baldwin and Winslow understand that collective wisdom cannot be manufactured or built into a plan created in advance. And it is not likely to come from leaders who seek to “drive” their predetermined change agenda. Instead, system leaders work to create the space where people living with the problem can come together to tell the truth, think more deeply about what is really happening, explore options beyond popular thinking, and search for higher leverage changes through progressive cycles of action and reflection and learning over time. Knowing that there are no easy answers to truly complex problems, system leaders cultivate the conditions wherein collective wisdom emerges over time through a ripening process that gradually brings about new ways of thinking, acting, and being.


For those new to system leadership, creating space can seem passive or even weak. For them, strong leadership is all about executing a plan. Plans are, of course, always needed, but without openness people can miss what is emerging, like a sailor so committed to his initial course that he won’t adjust to shifts in the wind. Even more to the point, the conscious acts of creating space, of engaging people in genuine questions, and of convening around a clear intention with no hidden agenda, creates a very different type of energy from that which arises from seeking to get people committed to your plan."

Debbie Diaz-Arnold's curator insight, January 28, 4:41 AM

Becoming a systems leader: capacity building at its best.

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Decoding leadership: What really matters

Decoding leadership: What really matters | LeadershipABC | Scoop.it

New research suggests that the secret to developing effective leaders is to encourage four types of behavior.


Kenneth Mikkelsen's insight:

Good leadership is a critical part of organizational health but a big, unresolved issue is what sort of leadership behavior organizations should encourage to fare well in the future. Is leadership so contextual that it defies standard definitions or development approaches?


According to a McKinsey study four kinds of behavior account for 89 percent of leadership effectiveness.



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Ian Berry's curator insight, January 21, 5:55 PM

In the absence of a definition of leadership Here's mine from  20+ years ago that still works for my clients - Leadership is the art of inspiring people to bring everything remarkable that they are (that one-of-a-kind that each of is) to everything they do. Leadership must operate in harmony with management. I define management as the practice of making it simple for people to bring everything remarkable that they are to everything we do.

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How Resilience Works

How Resilience Works | LeadershipABC | Scoop.it

This is a fascinating 'classic' HBR article from 2002, written by Diane Coutu on the rather elusive (but highly valued) quality of resilience.


Coutu suggests that resilience can be learned (although its not straightforward) and she identified that three qualities that help to define people's abilities to be able to get through periods of great adversity and bounce back after major setbacks:


  • The ability to Face Down Reality and see things as they really are rather than with rose-tint
  • Finding meaning and purpose in times of adversity that building a bridge to a better imagine future state
  • A habit of ritualised ingenuity - being able to improvise solutions and workarounds when presented with challenges 


According to one of her interviewees, " More than education, more than experience, more than training, a person’s level of resilience will determine who succeeds and who fails. That’s true in the cancer ward, it’s true in the Olympics, and it’s true in the boardroom.”



Via Matthew Farmer
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Matthew Farmer's curator insight, January 15, 2:02 AM

Although written some time ago, I think the messages in this work are likely to be timeless.

Joyce Layman's curator insight, January 15, 10:44 AM

A must read!

Eric Payne's curator insight, January 27, 5:20 PM

Okay, so we've been talking about resilience for awhile now.

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The Authenticity Paradox

The Authenticity Paradox | LeadershipABC | Scoop.it
Authenticity has become the gold standard for leadership. But a simplistic understanding of what it means can hinder your growth and limit your impact.
Kenneth Mikkelsen's insight:
Herminia Ibarra writes about the authenticity paradox in leadership in the January 2015 edition of HBR.
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Ian Berry's curator insight, January 5, 4:30 PM

Some very thought provoking insights in this HBR article by Herminia Ibarra See also my previous scoop on trust. The bottom line for me is that To be or not to be really is the questions and to thine own self be true is the answer regardless of the circumstances.

Miguel Paul Trijaud Calderón's curator insight, January 11, 7:51 AM

The importance of Authenticity in Leaders

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Lego Boss Reads 'The Opposable Mind'

Jorgen Vig Knudstorp reveals how author Roger Martin has influenced his leadership philosophy. He refers to Roger's excellent book: The Opposable Mind

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The Business Case for Inclusive Leadership

The Business Case for Inclusive Leadership | LeadershipABC | Scoop.it

Inclusive leaders get the best out of all their people, helping their organisations to succeed in today’s complex, diverse national and global environment.  Through their skills in adaptability, building relationships and developing talent, inclusive leaders are able to increase performance and innovation.


Inclusive leadership is leadership excellence. The way we do business is changing. Customers and employees are becoming more diverse. The development of the knowledge economy means flatter, less hierarchical structures in organisations. Increased agility is the necessary response to emerging markets, economic downturn and the cultural change inspired by social media and new ways of communicating.



Kenneth Mikkelsen's insight:

Leaders need to be adaptable to manage agile workplaces of the future, and create cultures that leverage diversity for competitive advantage, to the benefit of business and stakeholders alike.It means that trust is essential to employee engagement and organisational performance.


Watch also this related video on inclusive leadership. 


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Prof. Hankell's curator insight, December 7, 2014 11:51 PM

People are the most important resource a business has and managers are vital in getting the best out of employees...