Apartheid, Army Instructors & other leadership lessons… https://youtu.be/QfVstCU8sMU
Honesty is important in any business, allowing effective appraisals and building solid foundations for growth, but being realistic about what we are achieving is also a crucial skill. We may be talented and have a lot to offer, but if we are marketing ourselves in the wrong way, or failing to identify our ideal audience, we may not be seeing the success we expect or hope for.
Social agreements relating to communication (dialogue), inclusion, transparency, self interest and the well-being of the individuals and the organisation in human interactions that give individuals latitude to be self organising, work with high degrees of autonomy, and engage more relationally? A Utopian View?
A unique feature in my World is that formal modelling has become increasingly divergent from the real-world problems of practice. This divergence creates a gap between professional knowledge and the demands of real world practice that should be tailored to the unique requirements of the client system (Schön 1991).
Do we as leaders live with the assumption that we know enough to deal with the high demands of an ever-changing world? Are our organisations not valuable repositories of experiential knowledge?
I can acknowledge that I did not understand how to use experiential knowledge effectively in the context of a purposive firm.
As a business shifts and moves towards a more successful future, some of the changes that occur will be focused on re-framing the way in which the business functions on a day to day level and creating a viable strategy to support a more dynamic – and more successful – organisational life.
Leadership models traditionally set up a hierarchical structure within an organisation, whereby the leader is an all-powerful figure who acts with authority and – often – impunity. I believe that this is ineffective and problematic for an organisation, limiting the potential to succeed and ignoring the vast benefits of equality based systems.
Traditional leadership models demonstrate a top-down management system that is stereotypically characterised by ego-driven leaders with fixed views, who give orders to their subordinates (employees). In transforming our businesses, it is vital to ask ourselves whether this system works, and whether it achieves the very best outcomes for our organisations.
Are you experiencing your preferred life at work? Understanding the behaviours that enable better experiences at work can bring us a healthier life balance, but it is often easier to spot the types of behaviour that are not helpful or conducive to this!The leader in the business environment is, of course, vital in setting the tone for the organisation. A leader who energises and inspires colleagues, while challenging the organisation to participate in the well-being of the whole team and the business, will be able to imbue his or her team with a much higher likelihood of success.
The established assumption that leaders are the purveyors of all knowledge can be categorically overturned by valuing organisations as rich repositories of experiential knowledge. Business is self-limiting when it relies on objectives of increased turnover and profitability which stem from the leader as the expert who is responsible for all decision making and knowledge acquisition.