Leading Self & Personal Capacities
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Leading Self & Personal Capacities

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This slideshow focuses on personal capacities required for leading in a fast changing environment. It is being presented by Christopher Baan. ...

This slideshow focuses on personal capacities required for leading in a fast changing environment. It is being presented by Christopher Baan.

Today’s complex sustainability challenges call for a new generation of leaders and a new paradigm of leadership. Sustainability leaders and change agents need to steer their way through complex change processes in an environment that is characterised by high stakes and high uncertainty. Increasingly, leaders need to be able to facilitate participatory processes and engage a wide variety of stakeholders.

In most cases, the sustainability challenge requires engaging people in profound change, an inner shift in people’s values, aspirations and behaviours guided by their mental models, as well as an outer shift in processes, strategies and practices. Sustainability and CSR managers, change agents and facilitators need to be adept at engaging individuals and groups in a collaborative and dialogical manner, unearthing the group’s collective intelligence and assisting employees to gain a whole system perspective. Facilitating this type of transformation depends first on the authentic leadership of the facilitator.

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  • 1. Leading yourself in turbulent times– personal leadership capacities & practice Authentic leadership for a just, resilient and thriving world Christopher Baan 25th April 2012 21st Century Network
  • 2. We live in a period of accelerated and profound change … … or transformation?
  • 3. We live in a period of accelerated and profound change ‘It is the best of times, and the worst of times, the age of wisdom, and the age of foolishness.’ (from the opening to A Tale of Two Cities by Charles Dickens)
  • 4. THE EARTH
  • 5. IS FULL
  • 6. WBCSD&2009&
  • 7. •  We are collectively creating results nobody wants…habitually recreating solutions from old way so of thinking… Collectively, we are creating results nobody wants…habitually recreating solutions from old ways of•  “We cannot solve problems with the same thinking we used when we created them.” thinking… Albert Einstein
  • 8. Talking and planninglead to more of thesame results…… a different approachseems to be needed.
  • 9. ”I think there are good reasons for suggesting that the modern age has ended…. … It is as if something…Today, were crumbling, decayingmany things indicate and exhausting itself –that we are going through a while something else, stilltransitional period, when it indistinct, were arisingseems that something is on the from the rubble.”way out and something else ispainfully being born. - Vaclav Havel
  • 10. What do you see dying… … and what do you see emerging around you, in the world?
  • 11. A few observations Scharmer&2011&
  • 12. Cynefyn framework
  • 13. COMPLEXITY EMERGENCE
  • 14. “The greatest danger in times ofturbulence is not the turbulence;it is to act with yesterday’s logic.” – Peter Drucker, 1980
  • 15. We know a lot about leadership skills & competencies,strategy and the exterior aspects of leadershipbut…… what is the ‘root’ of our action and inspiration?… what if the way we show up as a human being is the core ofauthentic leadership?… what if it’s about engaging what already exists in you, withfocus and purpose? What if it’s about nurturing who you reallyare?
  • 16. “The success of an intervention depends onthe interior condition of the intervener.” –Bill O’Brien (former CEO of Hanover Insurance) Scharmer&2007&
  • 17. The Blind Spot of Leadership Results: What Process: How Source: Who Blind Spot: Inner place from where we operate
  • 18. What if change is not about re-structuring, re-engineering, or re-organising, but about re-perceiving – seeing the world with new eyes?
  • 19. Our brains are overloaded, our multitasking is draining us…. What if the currency of the new (emerging) economy is awareness, and the quality of awareness, that we bring to our work?
  • 20. Bringing your whole self to the conversation/to work* Think of a time at work where you had a peak experience; where you felt fully engaged and working in line with your*including your good, bad, wise, confused, scared, hopeful self. values and deepest beliefs.
  • 21. Authentic Leadership‘Authentic leadership is an ongoingprocess of fully inhabiting oneself, one’swork, and one’s world.’(ALIA institute)It is about synchronising yourawareness, intention and action,your vision and values
  • 22. Authentic leadership (from last time: Chris Tamdjidi/ ALIA institute)•  In order to develop oneself as a leader, one has to train body, heart and mind –  Body: Strength, vitality and presence. –  Heart: Passion, Ability to motivate and emotional intelligence –  Mind: Inner peacefulness, Wisdom, clarity of understanding –  INNER PATH as well as ACTIVITY IN THE WORLD•  Congruence of vision and values –  Personal, team, organisation values supporting societal values –  Without vision it is not possible to motivate people – money alone is not a vision –  Without values one cannot realise the heart of ones vision•  Harmony of being, action and results –  Mindfulness, thoughtfulness and reflection as part of leadership process –  Ability to take decisions to the benefit of all (people, results)
  • 23. Personal capacities of authentic leadershipPersonal leadership capacities are our internal resources thathelp us navigate our personal and professional lives withflexibility and adaptability based upon congruency of mind,body, spirit and heart.They are fundamental ‘ways of being’ in the world.Synthesis of research tools and theories into a model.
  • 24. Personal Leadership Capacities
  • 25. How do you cultivate these capacities?•  Where you place your attention… grows•  Embodiment•  Practice
  • 26. Essential and very useful practices of change agents (currently practicing)100%& 90%& 80%& 70%& 60%& 50%& 40%& 30%& 20%& 10%& 0%& %&Response:&Prac?ce&Essen?al&or&Very&Useful&in&your&work& %&Repsonse:&Currently&Prac?cing&
  • 27. Closer up: Top 10 practices % Response: Practice Essential or Very Useful in your work % Repsonse: Currently Practicing100% 94% 89%90% 78% 78% 78%78%80%70% 67% 67% 67% 61% 61%60% 56%56% 56% 56%56% 50% 50% 50%50%50%40%30%20%10% 0% Mentor/Circle Meditation Attention to Retreat Spending time Relaxation Mindfulness Reflective Silence Generative Breath in nature exercises journaling Dialogue
  • 28. ‘Conditions for success’Conditions of success for developing capacities:•  Personal AND collective practices•  Combination of contemplative, physical and spiritual practice to align body, mind, spirit•  Quality of attention more important than kind of practice•  Integration in personal AND professional lifeConditions of success for practices:•  Mirroring quality•  Its ‘a container you can’t manipulate’•  Willing to do repetitively
  • 29. Taking it homeStart a practice… something that suits your needs.What do you yearn for?What’s inkling in your body?
  • 30. Further resourceshttp://www.thelotus.info (practice guide, video interviews with thoughtleaders, etc)Practice: the wormhole of transformationhttp://www.thelotus.info/fieldnotesSuggestions for starting a (meditation) practice: see www.susanpiver.comNoetic Institute: Transformation model:http://www.noetic.org/research/transformation_model/ Upcoming eventsFacilitating transformational change towards sustainability.www.thelotus.info/what-we-do/workshops-training
  • 31. If you want to become a leader, you first must become a human being.
  • 32. Questions & Reflections
  • 33. www.thelotus.infoThis&work&is&licensed&under&a&Crea?ve&Commons&AQribu?onSNonCommercialSNoDerivs&3.0&Unported&License.&