Multiple Perspectives of Leadership


Leadership Teams

The greatest point of leverage for organisational advancement is its group of formally authorised leaders.

Most leaders are commonly not performing as an inter-dependent team. More commonly, responsibilities are departed into internal functions with an individual leader appointed as the head of a single department.

Forming a Leadership Team brings advancement not only for the individuals and the leadership team themselves. The embodiment of improved teamwork is propagated via interactions with others, both amplifying and accelerating the advancement of the whole organisation.


The Complexities of Human Interactions and Intentional Change

Complexity: a group of obviously related units of which the degree and nature of the relationship is imperfectly known

Behavioural change is a curious thing. It has phsychological, social and anthropological aspects. It depends on our existing relationship with what we'd like to change, and quite commonly necessitates supporting changes in others and perhaps the physical environment in order to be sustained.

Social change always begins as an Unbalanced and Ambiguous event

Everyone has their own immunities to change and they vary from person to person, and depend on current thinking, the environment and how behavioural change is attempted.

Adaptive change has a different timeframe: it is non-linear

Some challenges are simple: For most people, learning to drive, learning a new sport or hobby, and in general learning already well-understood skills, is mostly a matter of repeated practise.

Some challenges require a different approach: For many people, living a healthier lifestyle, being on time, taking long-term prescription medication, and public speaking are all examples of what we refer to as Adaptive challenges.

With Adaptive Change, there is a "knowing - doing gap"

Adaptive Change seems to be both limited and enabled by three factors:

  1. Thinking
  2. Environment
  3. Behaviour
Changing any one of the above may be sufficient to effect a desired change in the short term. Sustaining the effects long-term may require changes to one or more of the other factors. Sometimes, effecting even a short-term change may need the use of all three factors.

It is easier to change interactions than it is to change individual behaviours

Of course, changes to both are necessary, so starting with changing interactions usually makes it easier to change individual behaviours.


Appropriate Methods

We offer several practical methods and techniques to enable leadership teams to assess and challenge themselves, and to lead the way in advancing the whole organisation. They may be used individually or combined for amplified effect.

  • Leadership Team - Advancement Programme
  • Workplace Dynamics
  • Wholesome Organisations
  • Professional Coaching
  • Feedback Amplification


Leadership Team - Advancement Programme

Our team advancement programme recognises that individual change is more easily effected collectively, by means of a support group. A useful programme for change lasts about three months and involves the following activities:

  1. Each individual explores their own improvement goal: their 'one big thing'
  2. The group repeat the exploration activity but now focussed on a collective goal
  3. A 2-day workshop is conducted for the whole group to explore their individual and collective goals and immunities
  4. Over a period of about 12 weeks, each member gives about 30 minutes of attention per week to their goal
  5. Individuals may additionally engage an executive or personal coach during this period
  6. We conclude with a 1-day workshop, to reflect on the experience, assess progress and decide how the group continues


Workplace Dynamics

There are multiple structures within an organisation. Informal networks, value creation networks and formal authority are three ways of representing the struture. With these multiple networks, it's too easy to accidentally create competing objectives:
  1. When new objectives are introduced, an organisation will initially advance but eventually revert to its previous behaviour
  2. When competing objectives are present in an organisation, oscillation between new and old behaviours will result
  3. In order for an organisation to advance, a senior organising principle must be dominant
  4. Creating a path of least resistance towards that dominant principle is the most effective way to advance
We help you clarify the objectives, rewards and conflicts present in your organisation and explore the resultant dynamics.


Wholesome Organisations

Cultural change tends to lag behind other changes as it is adaptive and non-linear in nature. We've found Open Space events offer many benefits, including accelerating and amplifying cultural change. They do so by strengthening both the communication and value-creation networks within the organisation.

We know of no better way to harvest the wealth of creativity, expertise, passion and responsibility that already exists within your organisation.


Professional Coaching

Our International Coaching Federation (ICF) accredited coaches are available for personal and executive coaching.

Everyone needs a coach - Bill Gates, Eric Schmidt, John Doerr

Coaching allows you to see yourself as others see you. It allows you to view yourself from a different perspective. A good coach will champion you to expect the best of yourself, even when you don't. They'll listen to you, be with you and co-create the future with you. They are there to support you in who you are becoming, and to do so intentionally.

We all need people who will give us feedback. That is how we learn - Bill Gates

Coaching is one of the most valuable services in the world - Tony Robbins


Feedback

We use a different type of 360 feedback, based on specific interactions and impact, rather than judgement and ratings.

With Feedback, Context is Everything

360NetImpact asks each respondent to describe a recent real situation when they experienced your leadership. This narrative style approach of the 360NetImpact gives you insight into the impact you have on others. It provides you with a context for understanding your feedback.

Traditional 360 assessments ask respondents to measure a leader in the “abstract” against a set of behaviours or competencies. Respondents base their score on a generalised view of the leader, which is non-specific, and therefore, as feedback, less helpful in providing insight.

Key differences between 360NetImpact and Traditional 360s are summarised in the table below:

360NetImpact Other 360s
Narrative-Based Behavioural rating
Context-specific Abstract – context free
Continuous feedback One-off report
Interpretation of impact Numerical scoring
Invites enquiry Leads to judgement
Seeks rater engagement and is hard to game Risk of rater fatigue and “gaming”
Finds out rater leadership preference No information about rater perspective
Insight led leadership development Score led development planning