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The DIAMOND LEADERSHIP

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The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay …

The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay extremely high price.

Aligned teams happen to be innovative, perform faster and better in the changing environment.

Leaders and entrepreneurs need to be able to create safe environment – platforms, where the collective intelligence emerges, people align and continuously innovate.

The Diamond Leadership is a simple co-creative guide that puts in one place the tools and practices that liberate innovation and align teams in organizations.

It will assist you to create cohesion in your team where creativity and innovation are natural states of functioning?

Published in Business , Technology
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  • 1. DIAMOND LEADERSHIP In the New Leadership Paradigm, the role of the leader/leadership is to create and/or support platforms where the collective intelligence, knowledge and creative energy of the people in the system (community, organization…) will flow to the surface, resulting with innovative and cohesive meaningful action. Viktor Kunovski
  • 2. The Diamond Leadership Leading the creative innovation Designing learning organizations The Diamond Leadership practices, provide and support a CO-CREATIVE platform for liberating the creative potential of people in teams, organizations and society. Their skilful use creates high alignment, flow and cultures of innovation in the systems that practice it. In fewer words, it creates learning organizations.
  • 3. The Diamond Leadership Origins and use These practices are a blend of powerful post conventional transformational methodologies and tools for group interventions (such as Open space, U theory, Inquiry…), fused and upgraded with the powerful practice of presence. They can be used in micro and macro settings; profit, public organizations, communities and nations. From short meetings on strategic issues, to new product developments, strategy designs and implementations, team buildings, marketing planning, culture transformations etc.
  • 4. Why these practices? Alignment and innovation The difference between aligned and misaligned teams/organization, is the difference between average and excellent. When strategies are misaligned with culture, organizations and businesses pay extremely high price. Aligned teams happen to be innovative, perform faster and better in the fast changing environment. Leaders and entrepreneurs need to be able to create safe environment – platforms, where the collective intelligence emerges and flows in the teams, where people align and continuously innovate. The Diamond Leadership book is a simple co-creative guide that puts in one place the tools and practices that liberate innovation and align teams in organizations. It will assist you to create cohesion in your team where creativity and innovation are natural states of functioning?
  • 5. The Diamond Leadership flat-lining = average performance Knowing - comfort zone Creative Dialogue Key Question Not Knowing Breakthrough creativity & innovation DIAMOND LEADERSHIP book is now available on Kindle:
  • 6. Diamond Leadership Practices SYSTEMIC LEADERSHIP Co-CREATION CREATIVE DIALOGUE NOT-KNOWING PRESENCE DIAMOND LEADERSHIP book is now available on Kindle:
  • 7. Systemic Leadership Co-CREATION The system is the wisest Besides technology, co-creation must be the second largest driver of our future. Mary-Ann Schreurs Dutch Design Week 2013 The leadership of the future will not come from a particular individual – “the leader”, but from groups, communities and networks... Betty Sue Flouers, co-author of “Presence” The systemic leader needs to become an ally of the collective intelligence. S/he or they (the executive team) need to serve the system by developing co-creative platforms and interventions through which the collective intelligence, wisdom and innovation will emerge, and be distilled through the co-creative process by the system itself. excerpt from the "Diamond Leadership" book
  • 8. CREATIVE DIALOGUE (INQUIRY) “Dialogue is a conversation with a center.” William (Bill) Isaacs “The most important work in the new economy is creating conversations.” Alan Webber Fast Company magazine DIAMOND LEADERSHIP book is now available on Kindle:
  • 9. KEY QUESTION/S for CREATIVE DIALOGUE Good companies work with answers, excellent companies work with questions. If you ask the organization the right question, that is more powerful than the answers they already have. Nick Udal - NOWHERE If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I knew the proper question, I could solve the problem in less than 5 minutes.” Albert Einstein “It’s the question that drives us, Neo...” Trinity to Neo, in the movie “The Matrix”“
  • 10. KEY QUESTION/S for CREATIVE DIALOGUE The key question is used as a vehicle to extract the wisdom from the person and/or the system through the process of creative dialogue/inquiry. The key question is open ended. You can’t answer it alone, you need systemic co-creative energy. We want to hold it rather than answer it fast, in order to allow the creative tension to work on us - The “unknown” to metabolise and UNFOLD in something NEW – “innovation”. …With the key question, there are no compromises. It must keep you energized and awake, and hold your attention. If there is not enough energy in the question, simply do not start (the meeting, strategy session…) until you feel right… excerpt from the "Diamond Leadership" book
  • 11. SERVICE to HUMANITY 7 SEVEN MAKING a DFFERENCE COLLABORATION WITH CUSTOMERS AND LOCAL COMMUNITY INTERNAL COHESION DEVELOPMENT OF CORPORATE COMUNITY TRANSFORMATION CONTINUOUS RENEWAL SELF- ESTEEM BEING THE BEST. BEST PRACTICE RELATIONSHIPS THAT SUPPORT CORPORATE NEEDS SURVIVAL PURSUIT OF PROFIT & SHAREHOLDER VALUE 7 6 5 4 3 2 1 For teams & organizations What is our purpose as organizations? Why do we exist as company? How are we serving the humanity? How are we creating strategic alliances and partnerships? How are we creating fulfilled employees? How are we engaging with the local community to protect the environment? How are we creating organizational alignment? How are we liberating creativity and passion in the organization? How are we uniting behind our purpose? How are we learning and innovating continuously? How are we constantly sharing knowledge? How are we supporting life long learning? How are we building excellence and quality in products, systems services and processes? How do we reduce bureaucracy, hierarchy, silo‐mentality, power seeking, confusion and arrogance? How are we maximizing internal as well as external communication? How are we reducing Internal competition, manipulation, blame, internal politics, gender and ethnic discrimination? How are we creating profit and financial stability? How are we caring for the health, safety and welfare of employees? How do we reduce excessive control and caution, short term focus, corruption, greed and exploitation?
  • 12. PRESENCE “Presence moves us towards greater internal depth, freedom and wisdom, and it is a natural optimizing movement. ”. Jeanne Hay the Ridhwan school In order to be “born” in the new more complete world (in other words to break through and transform), we need to be open and present. Without presence, we may have a superficial understanding, but no internal knowledge. Senge, Jaworski, Scharmer & Flowers The success of particular intervention depends on the inner conditions of the intervener. William O'Brien
  • 13. PRESENCE Speeding up by slowing down “We need to slow down considerably in order to enter the flow zone”. The key in this practice is the ability to hold the presence for longer intervals and “out manoeuvre” impulses for immediate action taking, triggered by impatience, frustration, fear, not-knowing…etc. Presence is the best gift that you can give to your self or your team. It is needed in order to relax and slow down the often confusing internal dialogue of the person, or the “noise” within the group. Presence is needed to “collapse” the boundaries of the comfort zone and take the team forward into the flow-innovative zone. A breakthrough of this magnitude is hardly to happen without enough presence in the team/system. The catalyst - (ideally the leader) needs to be fluent in holding presence.
  • 14. NOT-KNOWING The known is easy (our comfort zone). The unknown is the source of creativity and innovation. The results for staying within our comfort zone is flat-lining/no innovation. We need to learn to be comfortable with the unknown, embrace it, tolerate it and overcome our fears and believes about it. We need to deliberately dive (by asking questions) into the unknown, hold the creative tensions and the fears that come with it and explore it. Because of impatience, lack of presence and/or frustrations, we often exit the creative tension when faced with the not-knowing and take premature actions to avoid or release the tension. Being comfortable with the not-knowing is particularly useful and important for leaders to learn since the expectation of “knowing all” is unrealistic and it blocks their personal and the team flow. Sitting and allowing the unknown is a practice that can be only mastered by practicing presence. It is a learning process that can’t be grasped by the mind only, that is why again and again the practice of presence is critical.
  • 15. Collective illumination – breakthrough …At a certain point, in the eye of the storm, when we have sustained the creative tension for long enough, at the bottom of the unknown, the boundaries collapse and the system relaxes, and reaches “the zone” of flow and “knowing” – an “aha” moment of collective breakthrough and illumination. This knowing is very different from the everyday mode of knowing that we have while in our comfort zone – this is the no-mind knowing. Through the process of creative tension and cooking together, we metabolize our fears and weaknesses, and reach the level of personal and collective transformation. Sublimation of this kind is not possible in the old conventional ways of communicating and relating . As a result, the system reaches new levels of alignment, team members get to know each other on a more intimate and humane level, their confidence and mutual trust grows, and the team grows together – gaining the clarity as well as the stability and strength of a diamond. The creativity and innovation levels reach their peak, along with the productivity, and the system emerges ready for inspirational prototyping, execution, and implementation. excerpt from the "Diamond Leadership" book
  • 16. With power must come wisdom In order to support change and cultivate great creative performances, leaders need to practice presence, ask key questions for creative dialogue, allow not knowing and stimulate co-creation. DIAMOND LEADERSHIP book is now available on Kindle:
  • 17. DIAMOND LEADERSHIP Find out More DIAMOND LEADERSHIP book is now available on Kindle: