Leadership Development for a Changing World
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Leadership Development for a Changing World
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Leadership Development for a Changing World

Inspiring examples, thought provoking research and the latest thinking on leadership development and the skills needed to lead in an increasingly complex, fast-changing and interconnected world.
Curated by Emerging World
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Scooped by Sally Brownbill
May 16, 2022 11:48 AM
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"It changed the way I saw the world": Emerging World boss shares the story behind his business | The Leaders Council of Great Britain & Northern Ireland

"It changed the way I saw the world": Emerging World boss shares the story behind his business | The Leaders Council of Great Britain & Northern Ireland | Leadership Development for a Changing World | Scoop.it
From www.leaderscouncil.co.uk - April 17, 2022 3:07 AM
Appearing on The Leaders Council Podcast, entrepreneur Matthew Farmer shares the story of how a volunteering experience back in 2001 culminated in a chain of events that would lead him to establish his own business, Emerging World, two years later.
Sally Brownbill's insight:

Emerging World was founded in 2003 from an insight that great shifts come from seeing things from different perspectives. A decade and a half later, the company still has this purpose at its core. 

 

In this podcast by The Leader's Council, Matthew Farmer, Emerging World's Founder and Managing Director, talks about how the company came to be and the work that we do.

 

Emerging World

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Scooped by Matthew Farmer
March 8, 2016 2:32 AM
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Avoid vs Approach: Using the SCARF model to enable effective collaboration

From www.davidrock.net - March 8, 2016 2:32 AM

The SCARF model is a fascinating and practical framework for understanding how and why we behave in social situations .  It is based on scientific research that indicates that the way our brains respond to social situations is very similar to how we respond to basic survival situations in that we are wired to make very quick almost instinctive and often sub-conscious 'approach' or 'avoid' responses to social stimuli.  

 

It is a problem in that the 'avoid' response is detrimental to important behaviours such as collaboration and creativity can be activated quite easily and unintendedly.  Understanding this model, labelling the behaviours/sitauations involved and taking sensible measures to avoid certain behaviours and adopt others can help people to collaborate and lead more effectively.  

SCARF = 

Status

Certainty

Autonomy

Relatedness

Fairness

Emerging World's insight:

I was referred to this model by a colleague recently but can find limited reference to it publicly - maybe because it was published before th social media boom. However, this is a fascinating model that really helps us to understand why collaborating can be so difficult and provides some helpful suggestions for how to make it more effective.  If we all understood and internalised the concepts raised in this paper, it would be much easier for us to be able to work together effectively.

 

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Graham Clark's curator insight, March 8, 2016 4:27 AM

I was referred to this model by a colleague recently but can find limited reference to it publicly - maybe because it was published before th social media boom. However, this is a fascinating model that really helps us to understand why collaboarating can be so difficult and provides some helpful suggestions for how to make it more effective.  If we all understood and internalised the conceptes raised in this paper, it would be much easier for us to be able to work together effectively.

 
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Scooped by Becky Willmoth
April 11, 2016 9:30 AM
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Collective Leadership: A Competitive Advantage

Collective Leadership: A Competitive Advantage | Leadership Development for a Changing World | Scoop.it
From switchandshift.com - April 11, 2016 6:00 AM
Most organizations focus on developing individual leaders, ignoring the collective effectiveness (how leaders show up together to lead the organization) of the leadership system.
Becky Willmoth's insight:

The article discusses the importance of collective leadership, arguing that individual leadership effectiveness is necessary, but insufficient, for extraordinary business performance. Instead collective effectiveness determines the success of an organisation.

 

It’s great to see that collaboration amongst leaders is being debated and interesting to consider leaders’ collective ability to work together as a limiting factor in the success of an organisation.

 

Emerging World

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Scooped by Matthew Farmer
June 9, 2015 3:35 AM
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Knowledge catalysts - those that collaborate to develop new solutions

Knowledge catalysts - those that collaborate to develop new solutions | Leadership Development for a Changing World | Scoop.it
From jarche.com - May 10, 2015 8:00 PM

In this piece, Harold Jarche explains the social behaviours that are required to create new solutions.  Filtering the abundance of information that exists is a helpful first step and curation can help individuals share what they feel is important (as I am doing here).  However, Jarche argues that curation and sharing alone it is not sufficient.  We must go beyond curation and start collaborating and experimenting with one another to be able actually find new ways of addressing challenges.  The people who can do this are knowledge catalysts.


Good knowledge catalysts have diverse knowledge networks from which to seek knowledge. These networks are part of their filters. Catalysts also share, adding value through processes such as curation. In addition, and most importantly, they are catalysts in creating and doing something new.

Matthew Farmer's insight:

Here is Jarche walking the talk - making sense of things in a way that we can consume and sharing these thoughts with us.  One of the things that stands out fro me in this article is his appreciation that we do not give ourselves enough time to deal with the information we receive and curate in our interactions with others.  We need to give time to working with one another to be knowledge catalysts and we need to be comfortable giving ourselves this time to be successful.

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