To solve society's most pressing problems requires a system leader who can catalyze collective leadership.
Sarah Catherine Firth's insight:
In their book Leading from the Emerging Future, Otto Scharmer and Katrin Kaufer describe three “openings” needed to transform systems: opening the mind (to challenge our assumptions), opening the heart (to be vulnerable and to truly hear one another), and opening the will (to let go of pre-set goals and agendas and see what is really needed and possible). These three openings match the blind spots of most change efforts, which are often based on rigid assumptions and agendas and fail to see that transforming systems is ultimately about transforming relationships among people who shape those systems. Many otherwise well-intentioned change efforts fail because their leaders are unable or unwilling to embrace this simple truth. Baldwin’s development as a system leader started with her willingness to face her own biases and shortcomings (and how these shortcomings limited Roca’s effectiveness in their work) and her openness to gradually setting a tone for the whole organization.
Happy Solar New Year 2015! Don’t ask me what my New Year’s resolutions are this year. I stopped preparing resolutions because, as a ritual, it seemed to focus too much on imposing the will upon that which…
Hard-working artisan, solitary genius, credentialed professional—the image of the artist has changed radically over the centuries. What if the latest model to emerge means the end of art as we have known it?
Women start careers in business and other professions with the same level of intelligence, education, and commitment as men. Yet comparatively few reach the top echelons. This gap matters not only because the familiar glass ceiling is unfair, but also because the world has an increasingly urgent need for more leaders. All men and women with the brains, the desire, and the perseverance to lead should be encouraged to fulfill their potential and leave their mark.
Below you will find an infographic that I have shared over the past few days in two separate parts. Part 1 on the evolution of the organization can be read here and part 2 on the evolution of the organization can be read here. Here is the combined version of both of those parts [...]
The expression of confidence is intimately tied up with leadership. Would-be leaders are careful to present a confident face because it helps gain them credibility and convince others that they know what they are doing.
Some aspects of organizational culture are visible on the surface, like the tip of an iceberg, while others are implicit and submerged within the organization. Because these ingrained assumptions are tacit and below the surface, they are not easy to see or deal with, although they affect everything the organization does.
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