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Leadership
A context for growth - Jonathan Lewis
One Minute
Me
I’ve worked in leadership positions for just over a decade,
starting with rebuilding a small church in Sri Lanka. I’ve ...
I’ve taken several teams on the journey
into self-organising.

The biggest insight for me has been
around psychological de...
Main Ideas
Adults can move through distinct
psychological stages as children do
An organisation’s culture can
operate at o...
What growth
looks like
Robin’s
journey
Identify an
organisation’s
traits
Impulsive
Authoritarian
Achievist
Pluralistic
Integral
Spiral Dynamics
Robin
• Degree in Communication and Media Studies
• Lecturers over-complicated everything
• Straight-talking
• Needs to get ahea...
Respects Beckett
Let’s do this
Try out her ideas
Mindset on joining
Social Media Ninja
“Get more
customers”
“Mortality isn’t cool”
“What do you know?”
It’s all about Beckett
Craving consistency and structure
Mindset on leaving
Coffin Coffee
?
• Risk taking

• Bringing something new
to the world

• Energy and drive
Strengths and
weaknesses
• Fragile model, doesn’t...
Complexity
Mechanics of growth Pt.1
Subject to object
I AM
Subject to object
I HAVE
Subject to object
I AM
Subject to object
I HAVE
?
“Mortality isn’t cool”
“What do you know?”
Ideas
Group
Progress
Equality
Purpose
I am my group
I have ideas
Ideas
Group
Progress
Equality
Purpose
I am progress
I have a group
I have ideas
Finally, some order
Meticulous
Reliable
Mindset on joining
• Print campaigns

• Host events

• Track the offspring

Tasks
Data
ROI
“Unproven and risky”
“Can’t see it working here”
Structure holds her back

Innovation almost impossible

She’s strategic about leaving

Mindset on leaving
Coffin Coffee
Due Considerata & Son
?
• Consistent over very
long periods

• Secure

• Safe, if you fit in

Strengths and
weaknesses
• If you don’t fit in you r...
Complexity
Mechanics of growth Pt.2
Unconscious
Competence
“I have an idea, tell me if it
makes sense to you.”
“I have an idea, tell me if it
makes sense to y...
Until you make the
unconscious conscious, it will
direct your life and you will
call it fate. - Jung
Growth is often
uncomfortable
One Minute
Finally, a place where logical
arguments win

It’s going to be a real test of her
capacity to deliver

This place isn’t a ...
Winning and suffering
Dissonance; am I a member?
Mindset on leaving
Coffin Coffee
Due Considerata & Son
Achievon
?
Strengths and
weaknesses
• Getting shit done

• Rational

• Meritocratic

Can leave a trail of destruction
in its wake

◦ ...
Mechanics of growth Pt.3
With two people
• Psychotherapy

• Coaching

• Transparent communication

• Candid & heartfelt feedback

Group processes
• Check-in rounds
• An emotional weather report
• Conferences
• Appreciation round
• Fishbowl
• Big talk/l...
Contemplative practices
• Journaling
• Meditation
• Prayer
• Sitting and thinking
Psychedelics
• Physical and emotional extremes
• People that irritate us
• Political upheavals
• Tragedy and trauma
• Any disruption to...
Anke
Finally, a place where people are
treated like humans
Meaningful work
Work and life together
Mindset on joining
Build relationships with enlightened
software engineering companies
Conflict
Coffin Coffee
Due Considerata & Son
Achievon
Inspirely
?
Strengths and
weaknesses
• Really good at equality

• Human potential is more
likely to be fully realised

• Doesn’t seek ...
Robin
Survival
Generate security
Entrepreneurial thinking
and acting
Inspiring people /
meaning and harmony
Trust one’s own
intu...
Unscheduled and direct
Working groups, meetings
Meetings, strategic information
Informal and formal
communication platform...
Risk taking - Bringing something new to the world - Energy and drive
Group identity - Traditions - Clear roles
Use of fact...
Thanks Robin
Morning star
Buurtzorg
Patagonia
Sounds true
Favi
Makers
Listen to what the
organisation needs.Joachim Galuska
Bridgewater Associates
NextJump
Decurion
“We require people to be extremely open,
air disagreements, test each other’s logic,
and view discovering mistakes and
wea...
Conclusion
Less reactive

Less distorted

More expansive

More perspectives

Trust-based thinking

Needing to simplify less



Becomi...
Main Ideas
Adults can move through distinct
psychological stages as children do
An Organisation’s culture can
operate at o...
The challenge for leaders
You
Meditate
Psychotherapy

Colleague
Be heard
Appreciate

Team
Start doing check-ins

THANK YOU
Suzanne Cook-Greuter’s Leadership Maturity Framework

An Everyone Culture - Lisa Lahey & Robert Kegan 

Reinvent...
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
Jonathan Lewis: Context for Growth - Leadership at Boye 18
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Jonathan Lewis: Context for Growth - Leadership at Boye 18

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Jonathan Lewis: Context for Growth - Leadership at Boye 18

  1. 1. Leadership A context for growth - Jonathan Lewis
  2. 2. One Minute
  3. 3. Me I’ve worked in leadership positions for just over a decade, starting with rebuilding a small church in Sri Lanka. I’ve run technical and creative projects at scale with universities, which have over 30,000 students and 8,000 employees. For most of the last eight years I’ve been supporting the growth at Zengenti. I’ve worked as a developer and I built or transformed several teams including Project Management, Marketing, Account Management and most recently, Professional Services.
  4. 4. I’ve taken several teams on the journey into self-organising.
 The biggest insight for me has been around psychological development.
 I’ve used it on myself and at work.
 Things I care about
  5. 5. Main Ideas Adults can move through distinct psychological stages as children do An organisation’s culture can operate at one of these stages It’s possible to own your own psychological growth and see the benefits at work
  6. 6. What growth looks like Robin’s journey Identify an organisation’s traits
  7. 7. Impulsive Authoritarian Achievist Pluralistic Integral Spiral Dynamics
  8. 8. Robin
  9. 9. • Degree in Communication and Media Studies • Lecturers over-complicated everything • Straight-talking • Needs to get ahead Robin
  10. 10. Respects Beckett Let’s do this Try out her ideas Mindset on joining
  11. 11. Social Media Ninja “Get more customers”
  12. 12. “Mortality isn’t cool” “What do you know?”
  13. 13. It’s all about Beckett Craving consistency and structure Mindset on leaving
  14. 14. Coffin Coffee ?
  15. 15. • Risk taking
 • Bringing something new to the world
 • Energy and drive Strengths and weaknesses • Fragile model, doesn’t scale gracefully
 • Fear-based culture
 • Unconscious emotional triggers, passive aggressive

  16. 16. Complexity
  17. 17. Mechanics of growth Pt.1
  18. 18. Subject to object I AM
  19. 19. Subject to object I HAVE
  20. 20. Subject to object I AM
  21. 21. Subject to object I HAVE
  22. 22. ?
  23. 23. “Mortality isn’t cool” “What do you know?”
  24. 24. Ideas Group Progress Equality Purpose I am my group I have ideas
  25. 25. Ideas Group Progress Equality Purpose I am progress I have a group I have ideas
  26. 26. Finally, some order Meticulous Reliable Mindset on joining
  27. 27. • Print campaigns
 • Host events
 • Track the offspring
 Tasks
  28. 28. Data
  29. 29. ROI
  30. 30. “Unproven and risky” “Can’t see it working here”
  31. 31. Structure holds her back
 Innovation almost impossible
 She’s strategic about leaving
 Mindset on leaving
  32. 32. Coffin Coffee Due Considerata & Son ?
  33. 33. • Consistent over very long periods
 • Secure
 • Safe, if you fit in
 Strengths and weaknesses • If you don’t fit in you really know about it
 • Rapid innovation is almost impossible
 • Data isn’t a strong decision making tool

  34. 34. Complexity
  35. 35. Mechanics of growth Pt.2
  36. 36. Unconscious Competence “I have an idea, tell me if it makes sense to you.” “I have an idea, tell me if it makes sense to you.” (I’m so enlightened) Conscious Competence Stages of competence Conscious Incompetence “Aargh, why can’t you simpletons understand my ideas. It’s obvious!!” “Sorry, let me explain.” Unconscious Incompetence “Aargh, why can’t you simpletons understand my ideas. It’s obvious!!”
  37. 37. Until you make the unconscious conscious, it will direct your life and you will call it fate. - Jung
  38. 38. Growth is often uncomfortable
  39. 39. One Minute
  40. 40. Finally, a place where logical arguments win
 It’s going to be a real test of her capacity to deliver
 This place isn’t a charity, it’s a profit- making company that needs results Mindset on joining
  41. 41. Winning and suffering Dissonance; am I a member? Mindset on leaving
  42. 42. Coffin Coffee Due Considerata & Son Achievon ?
  43. 43. Strengths and weaknesses • Getting shit done
 • Rational
 • Meritocratic
 Can leave a trail of destruction in its wake
 ◦ Environment ◦ Humans ◦ Economies
  44. 44. Mechanics of growth Pt.3
  45. 45. With two people • Psychotherapy
 • Coaching
 • Transparent communication
 • Candid & heartfelt feedback

  46. 46. Group processes • Check-in rounds • An emotional weather report • Conferences • Appreciation round • Fishbowl • Big talk/last remarks • Action research • Authentic relating and circling • Collective shadow work
  47. 47. Contemplative practices • Journaling • Meditation • Prayer • Sitting and thinking
  48. 48. Psychedelics
  49. 49. • Physical and emotional extremes • People that irritate us • Political upheavals • Tragedy and trauma • Any disruption to normality • Major new experiences such as travel
  50. 50. Anke
  51. 51. Finally, a place where people are treated like humans Meaningful work Work and life together Mindset on joining
  52. 52. Build relationships with enlightened software engineering companies
  53. 53. Conflict
  54. 54. Coffin Coffee Due Considerata & Son Achievon Inspirely ?
  55. 55. Strengths and weaknesses • Really good at equality
 • Human potential is more likely to be fully realised
 • Doesn’t seek to control complexity but works with it
 Can be allergic to earlier stages
 • Measuring and differentiation can be seen as oppression • Group identity automatically “excludes others” • Power can be hidden or ignored
  56. 56. Robin
  57. 57. Survival Generate security Entrepreneurial thinking and acting Inspiring people / meaning and harmony Trust one’s own intuition authenticity Individual Growth Inner motive Unconscious thoughts and feelings Repressed thoughts and feelings Conscious thoughts unconscious feelings Conscious thoughts and feelings Awareness of intelligence beyond thoughts and feelings Consciousness of self
  58. 58. Unscheduled and direct Working groups, meetings Meetings, strategic information Informal and formal communication platforms, transparency Free networking, peer consulting Organisational Growth Flow of information Orders - enforced through power and manipulation Guideline - skepticism and obedience Goal - everything is possible Vision - idealistic, culture over strategy Big picture Work attitude
  59. 59. Risk taking - Bringing something new to the world - Energy and drive Group identity - Traditions - Clear roles Use of facts and data - Empirical processes - Meritocracy Equality - Human-centred processes - Navigating complexity Evolutionary purpose - Wholeness at work - Self-organisation
  60. 60. Thanks Robin
  61. 61. Morning star Buurtzorg Patagonia Sounds true Favi Makers
  62. 62. Listen to what the organisation needs.Joachim Galuska
  63. 63. Bridgewater Associates NextJump Decurion
  64. 64. “We require people to be extremely open, air disagreements, test each other’s logic, and view discovering mistakes and weaknesses as a good thing that leads to improvement and innovation….”
  65. 65. Conclusion
  66. 66. Less reactive
 Less distorted
 More expansive
 More perspectives
 Trust-based thinking
 Needing to simplify less 
 Becoming context aware Becoming construct aware
 Less blame, always learning
 Can think further into the future
 Aware of the stories they’ve been telling themselves 
 Takes greater responsibility for their thinking and feeling
 Able to see more deeply and accurately into themselves and their world 

  67. 67. Main Ideas Adults can move through distinct psychological stages as children do An Organisation’s culture can operate at one of these stages It’s possible to own your own psychological growth and see the benefits at work
  68. 68. The challenge for leaders
  69. 69. You Meditate Psychotherapy
 Colleague Be heard Appreciate
 Team Start doing check-ins

  70. 70. THANK YOU Suzanne Cook-Greuter’s Leadership Maturity Framework An Everyone Culture - Lisa Lahey & Robert Kegan Reinventing Organizations - Frederic Laloux Managing for happiness  - Jurgen Appelo Spiral Dynamics Sociocracy Ken Wilber @jonblewis www.zengenti.com j.lewis@zengenti.com

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