Member Since: 27th Apr 2006
Chief Executive Centre for Management Creativity
9th May 2018
That is a great article and I would not fault it. Discovering and practising authenticity is good for the presenter and also good for participants who also need to learn authenticity in a world that pays a lot of attention to appearances. Modelling authenticity is perhaps the most important contribution a presenter can make. Good call!
7th Feb 2018
These are all good points. In a way the ten headings are more significant than what is elaborated under them. The headings are valid and suggest deeper learning. However, the explanations seem to refer to learning all at the same level. No suggestion here that we can have higher level learning in the sense of Bateson's Learning 2 or 3.
Maybe we can explore further?
15th Nov 2017
Chunking is all very well - it has its uses. However this can become a trap if it prevents your mind from building more complex structures of thoughts.
Indeed, when we consider the mind's pattern-making capabilities, we begin to see that ideas are structures built from individual thoughts and that structures of ideas become what we call knowledge. Structures of knowledge become strategies and visions by which we create futures we desire.
So this is rather the reverse process - we build complex structures in our minds that enable us to act effectively. In my own work with managers I like to use Logovisual thinking (LVT) to achieve this but others obviously have alternative methods.
Chunking is a first step but then we epitomise and use narrative forms to challenge ourselves to think at a higher level - algebra of the mind!
Chunk away - but then explore what might come next.
8th Feb 2017
I wonder to what extent it is possible to be whole and authentic when you are embedded in a modern mechanistic organisation. Does the drive for results really allow authenticity to shine or is it more often anti-pathetic to human wellbeing?
It seems to me very likely that most people have to choose between growing as a person on the one hand and being successful in organisational terms on the other. Very few people manage to integrate the two. Most people are consumed and are only ever parts in the machine.
That contrasts with Laloux, who describes a different way of organising - "self-organisation" is more organic and allows for, or even requires, the growth and inner wellbeing of individuals. In such an organisation, authenticity, presence, intuition and mindfulness are more likely to bear fruit. In which case don't we need to think about how to organise on organic lines?
In my own work I find many people caught in the conflict between mechanism and organism. Often there is a long road of recovery before the real person is able to emerge into the light - and that may mean looking for more wholesome work than the toxic mix usually on offer.
It is certainly not all doom and gloom. Like Sesil Pir, I have seen amazing changes wrought when people come into relationship to realise a shared vision - when they re-contact their inner self. It can and does come about. How can we ensure that what is vital and alive becomes more the norm?
25th Jan 2017
Nice article, Nigel. You make many good points about the nature of leadership which differentiate between leadership as a systemic flow and what is usually understood as leadership as what leaders do. I would like to ban the word "leader" because it assigns everyone else to be a follower and denies the contribution that everyone else makes to organisational success.
I too am interested in the helping people grasp a new understanding of leadership that is superseding the top-down authoritative perspective, enabling people to engage and self-organise as high-performance teams.
Leadership as a system - leadership as flow in which all participate - leadership as consciousness - this is something to be excited about in these troubled times.
Sadly I cannot attend your session at Olympia but I'll look out for your book.
regards, John Varney
28th Sep 2016
This is all good stuff. It is limited, in my view, by being locked in the control and command paradigm in which there are leaders and followers. An alternative perspective sees everyone as having leadership work. Those principles and behaviours apply to us all and to all our colleagues.
Kouzes & Posner is good but just try re-framing their work in a paradigm of self-directing teams and you will find new freedom. When we encourage everyone to play their leadership roles, rather than waiting to be led, we release creative energy, increase self-worth, free people from the fear of freedom.