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Evolutionary Co-Leadership
KEYNOTE 

Alain Gauthier


Evolutionary Co-Leadership 

The Next Stage in Leadership Development?





EBBF Keynote

©Alain Gauthier
Core Leadership Development
www.coreleadership.com
2
3Available as an eBook at amazon.com
Addressing four questions today
● Why are new forms of leadership urgently needed?
● What characterizes evolutionary co-leadership?
● Which integral practices enable its embodiment?
● How to develop it and scale it up?
4
1. Why are new forms of leadership
urgently needed?

5
Survival/well-being of humanity
6
Time
Adapted from Ervin Laszlo
?
or going through a metamorphosis…
7
Chaos
Time
Fitness
Inspired by Itchak Adizes
…with emerging forms of leadership
8
Chaos
Time
Fitness
Entrepreneurship
Management
Financial
dominance
Aristocracy/
plutocracy
Bureaucracy
Inspired by Itchak Adizes
Disintegration
Co-entrepreneurship
Co-leadership
Four domains of human experience
9
Interior/Invisible Exterior/Observable
Individual (I)
Collective (We)
(it)
Culture Structures/
systems
Awareness
Interiority
Biology
Behavior
Adapted from Ken Wilber
(its)
Two dimensions of evolution
10
Interior/Invisible Exterior/Observable
Cultural memes Structures/
systems
Awareness level
Intention
Biology/
Behavior
Interior
Evolution
Exterior
Evolution
I
We
it
its
Inspired by Ken Wilber’s four quadrants
What can we learn from evolution?
● Adversity and the “edge of chaos” stimulate evolution
● Life rewards the best combination between individual
creativity and cooperation
● Complexity, diversity, interdependence and self-
organizing capacity increase with evolution
11
Evolutionists and Evolutionaries
● Evolutionists: are strongly influenced by the
scientific theory of evolution (Darwin and his
followers) – and limited to its externally observable
aspects
● Evolutionaries: appreciate both exterior and interior
aspects; have fully internalized evolution – non only
intellectually but viscerally; are committed
advocates and activists for evolution at both
individual consciousness and cultural levels
12Adapted from Carter Phipps, Evolutionaries, 2012
From a domination paradigm…
13
Superior/inferior
ranking; scarcity
High degree of fear,
violence, competition
Myths and stories
legitimizing domination,
presenting it as
normal and efficient
Authoritarian and punitive
social structures
Pyramidal hierarchy
Controls
Adapted from The Power of Partnership by Riane Eisler, New World Library, 2002
I
We
it
its
The current “polycrisis” is caused by 

the prevailing domination paradigm…
14
Ill-adapted
education
Financial
“casino”, 
hyper-debt
Ecological
threats, pillage
of the planet
Prevailing
domination
paradigm
World hunger,
pandemics,
violence
Widening gap
between rich
and poor;
urban ghettos
Economic
disparities and
instability
Meaning-
lessness,
addictions
Ethnic/
religious
conflicts
Lack of
credibility/
corruption
of leaders
Inspired by Edgar Morin’s La Voie (The Way)
Erosion of
solidarity
…to a partnership paradigm
15
Equal intrinsic value
Equivalence. Abundance
Mutual trust
Low degree of fear
and violence
Myths and stories
honoring partnership,
presenting it as normal
“Flat” structures
Governance/guidance of
the wise. Self-regulation
Adapted from The Power of Partnership by Riane Eisler, New World Library, 2002
I
We
it
its
Organization: from machine… to living system
singularity
innovation
agility projects
Collaborative
Dynamics creativity
openness
Rigidity
Hierarchy
Authority
Bureaucracy
Secret
Status
Formalism
Uniformity
A more complex and fast-changing economy coupled with
new expectations of the younger generations
Adapted from In Principo
Command &
control
communityProcess
16
Forms of collaborative leadership
● Learning, level 5
● Shared, distributed, rotating
● Complementary, co-creative
● Consultative, accompanying
● Collegial, cooperative
● Collective, community
● Partnership, co-leadership
17© Alain Gauthier
2. What characterizes

evolutionary co-leadership? 

18
Redefining leadership
● Lead comes from the indo-European root “leith” which means
“going forward”, “crossing a threshold” or even “dying”
> A threshold must be crossed so that something new
can emerge
> Letting go of something we think we know or
control can be experienced as death, as stepping into the
unknown
19Inspired by Otto Scharmer
Co-leadership?
To practice co-leadership:
> invite others (as co-leaders) to cross a threshold together
> venture together into the unknown, the non- familiar, letting go
of what we think we know
> sense together what is trying to emerge
> open up a space where individual creativity and collective
wisdom can be combined, with a connection to the larger field
20© Alain Gauthier
Examples of co-leadership in action
● Sports: relay race, climbing team, hockey team, etc.
● Arts: jazz ensemble, theatre improvisation
● Movies: diverse teams in Lord of the Rings, Star Trek,
Star Wars, Matrix, X-Men, Indiana Jones, etc.
● Economy: exceptional team; collaboration between
line innovator, internal networker and executive
leader; professional partnership; open innovation;
alliance between company, NGO and public sector
21© Alain Gauthier
Examples of co-leadership in action
● Sports: relay race, climbing team, hockey team, etc.
● Arts: jazz ensemble, theatre improvisation
● Movies: diverse teams in Lord of the Rings, Star Trek,
Star Wars, Matrix, X-Men, Indiana Jones, etc.
● Economy: exceptional team; collaboration between
line innovator, internal networker and executive
leader; professional partnership; open innovation;
alliance between company, NGO and public sector
22© Alain Gauthier
An evolutionary
• discerns deep patterns and integrates disciplines that have been
separated, in reflection as in action
• looks at reality with a sense of long, “deep” time
• trusts life’s process and shows a profound faith in the future
• experiences self as co-creating and being co-responsible for
evolution
23Adapted from Carter Phipps, Evolutionaries, 2012
Evolutionary Co-leadership: A new synthesis

or a next stage in leadership development
24
Individual
heroic
leadership
(thesis)
Collective/
cooperative
leadership
(antithesis)
Evolutionary
co-leadership
(synthesis)
© Alain Gauthier
Evolutionary Co-leadership: 

25
● Evolutionary Co-leadership is practiced among leaders who
regard each other and behave as co-creative and co-responsible
partners – in service of the the common good
● They assume flexible, rotating, or joint leadership – according to
what is perceived and required
● They feel no personal need to stand out or to impose their views
● They cultivate the ability to know or sense what needs to be said
or done by contributing their unique gifts and tapping into
collective wisdom
Inspired by Collective Leadership Institute
26
Are they evolutionary co-leaders?
27
Learning to face complexity together


Co-leadership consciously integrates and balances

“both and” capabilities

• reflection and action
• intuition and logic
• body, heart, and intellect
• presence and vision
• emotional intelligence and complex thought
• individual creativity and collective intelligence
• unique agency and communion with the whole
28© Alain Gauthier
Different levels of partnering
● Within self (internal voices)
● With others (team, organization, across
organizations and/or sectors)
● With nature
● With the larger field
● With evolution, Life, or Source
29© Alain Gauthier
Inner and external dances 

of evolutionary co-leadership
Inner dance
External
dance
Personal
practices
Interpersonal &
systemic practices
Evolutionary
dance
Metasystemic
practices
© Alain Gauthier
30
31
Co-leadership development practices

span the four quadrants
Subjective/Invisible Objective/Observable
Individual (I)
Collective (we)
(it)Personal Practices
(its)
Interpersonal
practices
(Meta)systemic practices
Inspired by Ken Wilber’s four quadrants
Possible next steps
● Individual and collective inquiry, experimentation
within own organization/community, feedback, and
sharing
● Identifying, connecting with, learning from and
supporting other evolutionary co-leadership
experiments
● Peer development through communities of practice
32© Alain Gauthier
Question
● What questions do these distinctions
raise in you?
33
To learn more and go further
● Read:
Evolutionary coaching by Richard Barrett
Evolutionary leadership by Peter Merry
Evolutionaries by Carter Phipps
● Consult: www.coreleadership.com
● Contact: alaingauthier@coreleadership.com
34

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#ebbflisbon learning event - evolutionary leadership, a keynote by Alain Gauthier

  • 2. 
 Evolutionary Co-Leadership 
 The Next Stage in Leadership Development?
 
 
 EBBF Keynote
 ©Alain Gauthier Core Leadership Development www.coreleadership.com 2
  • 3. 3Available as an eBook at amazon.com
  • 4. Addressing four questions today ● Why are new forms of leadership urgently needed? ● What characterizes evolutionary co-leadership? ● Which integral practices enable its embodiment? ● How to develop it and scale it up? 4
  • 5. 1. Why are new forms of leadership urgently needed?
 5
  • 7. or going through a metamorphosis… 7 Chaos Time Fitness Inspired by Itchak Adizes
  • 8. …with emerging forms of leadership 8 Chaos Time Fitness Entrepreneurship Management Financial dominance Aristocracy/ plutocracy Bureaucracy Inspired by Itchak Adizes Disintegration Co-entrepreneurship Co-leadership
  • 9. Four domains of human experience 9 Interior/Invisible Exterior/Observable Individual (I) Collective (We) (it) Culture Structures/ systems Awareness Interiority Biology Behavior Adapted from Ken Wilber (its)
  • 10. Two dimensions of evolution 10 Interior/Invisible Exterior/Observable Cultural memes Structures/ systems Awareness level Intention Biology/ Behavior Interior Evolution Exterior Evolution I We it its Inspired by Ken Wilber’s four quadrants
  • 11. What can we learn from evolution? ● Adversity and the “edge of chaos” stimulate evolution ● Life rewards the best combination between individual creativity and cooperation ● Complexity, diversity, interdependence and self- organizing capacity increase with evolution 11
  • 12. Evolutionists and Evolutionaries ● Evolutionists: are strongly influenced by the scientific theory of evolution (Darwin and his followers) – and limited to its externally observable aspects ● Evolutionaries: appreciate both exterior and interior aspects; have fully internalized evolution – non only intellectually but viscerally; are committed advocates and activists for evolution at both individual consciousness and cultural levels 12Adapted from Carter Phipps, Evolutionaries, 2012
  • 13. From a domination paradigm… 13 Superior/inferior ranking; scarcity High degree of fear, violence, competition Myths and stories legitimizing domination, presenting it as normal and efficient Authoritarian and punitive social structures Pyramidal hierarchy Controls Adapted from The Power of Partnership by Riane Eisler, New World Library, 2002 I We it its
  • 14. The current “polycrisis” is caused by 
 the prevailing domination paradigm… 14 Ill-adapted education Financial “casino”,  hyper-debt Ecological threats, pillage of the planet Prevailing domination paradigm World hunger, pandemics, violence Widening gap between rich and poor; urban ghettos Economic disparities and instability Meaning- lessness, addictions Ethnic/ religious conflicts Lack of credibility/ corruption of leaders Inspired by Edgar Morin’s La Voie (The Way) Erosion of solidarity
  • 15. …to a partnership paradigm 15 Equal intrinsic value Equivalence. Abundance Mutual trust Low degree of fear and violence Myths and stories honoring partnership, presenting it as normal “Flat” structures Governance/guidance of the wise. Self-regulation Adapted from The Power of Partnership by Riane Eisler, New World Library, 2002 I We it its
  • 16. Organization: from machine… to living system singularity innovation agility projects Collaborative Dynamics creativity openness Rigidity Hierarchy Authority Bureaucracy Secret Status Formalism Uniformity A more complex and fast-changing economy coupled with new expectations of the younger generations Adapted from In Principo Command & control communityProcess 16
  • 17. Forms of collaborative leadership ● Learning, level 5 ● Shared, distributed, rotating ● Complementary, co-creative ● Consultative, accompanying ● Collegial, cooperative ● Collective, community ● Partnership, co-leadership 17© Alain Gauthier
  • 18. 2. What characterizes
 evolutionary co-leadership? 
 18
  • 19. Redefining leadership ● Lead comes from the indo-European root “leith” which means “going forward”, “crossing a threshold” or even “dying” > A threshold must be crossed so that something new can emerge > Letting go of something we think we know or control can be experienced as death, as stepping into the unknown 19Inspired by Otto Scharmer
  • 20. Co-leadership? To practice co-leadership: > invite others (as co-leaders) to cross a threshold together > venture together into the unknown, the non- familiar, letting go of what we think we know > sense together what is trying to emerge > open up a space where individual creativity and collective wisdom can be combined, with a connection to the larger field 20© Alain Gauthier
  • 21. Examples of co-leadership in action ● Sports: relay race, climbing team, hockey team, etc. ● Arts: jazz ensemble, theatre improvisation ● Movies: diverse teams in Lord of the Rings, Star Trek, Star Wars, Matrix, X-Men, Indiana Jones, etc. ● Economy: exceptional team; collaboration between line innovator, internal networker and executive leader; professional partnership; open innovation; alliance between company, NGO and public sector 21© Alain Gauthier
  • 22. Examples of co-leadership in action ● Sports: relay race, climbing team, hockey team, etc. ● Arts: jazz ensemble, theatre improvisation ● Movies: diverse teams in Lord of the Rings, Star Trek, Star Wars, Matrix, X-Men, Indiana Jones, etc. ● Economy: exceptional team; collaboration between line innovator, internal networker and executive leader; professional partnership; open innovation; alliance between company, NGO and public sector 22© Alain Gauthier
  • 23. An evolutionary • discerns deep patterns and integrates disciplines that have been separated, in reflection as in action • looks at reality with a sense of long, “deep” time • trusts life’s process and shows a profound faith in the future • experiences self as co-creating and being co-responsible for evolution 23Adapted from Carter Phipps, Evolutionaries, 2012
  • 24. Evolutionary Co-leadership: A new synthesis
 or a next stage in leadership development 24 Individual heroic leadership (thesis) Collective/ cooperative leadership (antithesis) Evolutionary co-leadership (synthesis) © Alain Gauthier
  • 25. Evolutionary Co-leadership: 
 25 ● Evolutionary Co-leadership is practiced among leaders who regard each other and behave as co-creative and co-responsible partners – in service of the the common good ● They assume flexible, rotating, or joint leadership – according to what is perceived and required ● They feel no personal need to stand out or to impose their views ● They cultivate the ability to know or sense what needs to be said or done by contributing their unique gifts and tapping into collective wisdom Inspired by Collective Leadership Institute
  • 27. 27 Learning to face complexity together
  • 28. 
 Co-leadership consciously integrates and balances
 “both and” capabilities
 • reflection and action • intuition and logic • body, heart, and intellect • presence and vision • emotional intelligence and complex thought • individual creativity and collective intelligence • unique agency and communion with the whole 28© Alain Gauthier
  • 29. Different levels of partnering ● Within self (internal voices) ● With others (team, organization, across organizations and/or sectors) ● With nature ● With the larger field ● With evolution, Life, or Source 29© Alain Gauthier
  • 30. Inner and external dances 
 of evolutionary co-leadership Inner dance External dance Personal practices Interpersonal & systemic practices Evolutionary dance Metasystemic practices © Alain Gauthier 30
  • 31. 31 Co-leadership development practices
 span the four quadrants Subjective/Invisible Objective/Observable Individual (I) Collective (we) (it)Personal Practices (its) Interpersonal practices (Meta)systemic practices Inspired by Ken Wilber’s four quadrants
  • 32. Possible next steps ● Individual and collective inquiry, experimentation within own organization/community, feedback, and sharing ● Identifying, connecting with, learning from and supporting other evolutionary co-leadership experiments ● Peer development through communities of practice 32© Alain Gauthier
  • 33. Question ● What questions do these distinctions raise in you? 33
  • 34. To learn more and go further ● Read: Evolutionary coaching by Richard Barrett Evolutionary leadership by Peter Merry Evolutionaries by Carter Phipps ● Consult: www.coreleadership.com ● Contact: alaingauthier@coreleadership.com 34