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'Leadership', 'management' and other sorry excuses for treating people like crap

This is meant for a workshop-style class, so a lot of the slides simply ask questions or put ideas out there for discussion. Some slides w/ more detail can be found in this presentation:

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'Leadership', 'management' and other sorry excuses for treating people like crap

  1. 1. ‘Leadership’, ‘management’ and other sorry excuses for treating people like crap*<br />*And a few of the nicer alternatives<br />Liam Barrington-Bush, Concrete Solutions C.I.C.<br />@ Birkbeck College <br />25 November 2010<br />
  2. 2. What does ‘leadership’ mean to you?<br />
  3. 3. Leadership?<br />Can it be learned?<br /> In a classroom?<br />Is it ‘inherent’ to some?<br />Is a skill?<br />Is a quality?<br />Is it an ethos?<br />
  4. 4. Leadership<br /> our grandparents imagined it...<br />The Great Man Theories<br />Trait theories<br />Behaviourist theories<br />Situational leadership<br />
  5. 5. How does leadership relate to management?<br />
  6. 6. Much of what we call management is still about practical application of the old leadership ideas, in organisations.<br />i.e.<br /><ul><li> Elitist
  7. 7. Controlling
  8. 8. Specialised
  9. 9. Impersonal</li></li></ul><li>What do you like in a manager?<br />
  10. 10. Debunking management ‘truths’ #1<br />Strategise for Success!<br />Image ‘first light’ CC by eschipul on Flickr<br />
  11. 11. “Strategies are not tablets conceived atop mountains, to be carried down for execution; they are learned on the ground by anyone who has the experience and the capacity to see the general beyond the specifics.”<br />- Henry Mintzberg (from ‘Crafting Strategy’)<br />
  12. 12. Debunking management ‘truths’ #2<br />Experts rule!<br />
  13. 13. Debunking management ‘truths’ #3<br />Carrots and Sticks work<br />‘The Humble Carrot’ image CC by nickwheeleroz on Flickr<br />A stick insect I saw in NZ<br />
  14. 14. Debunking management ‘truths’ #4<br />Control: it gets things done<br />
  15. 15. Debunking management ‘truths’ #5<br />Risk must be managed<br />
  16. 16. But what if...<br />We’re ALL leaders?<br />We organise ourselves?<br />We encourage risky new ideas?<br />We plan ‘developmentally’?<br />
  17. 17. “Everywhere, life self-organizes as networks ofinterdependent relationships. When individuals discover a common interest or passion, they organize themselves and figure out how to make things happen.”<br />- Margaret Wheatley<br />
  18. 18. Simple? --- Complicated? --- Complex?<br />Complex:<br />Raising a child<br />Complicated:<br />Launching a rocket ship<br />Simple:<br />Baking a cake<br />
  19. 19. “[The] combination of shared meaning with freedom to determine one’s actions is how systems grow to be more effective and well-ordered… People who are deeply connected to a cause don’t need directives, rewards, or leaders to tell them what to do.”<br />- Margaret Wheatley<br />
  20. 20. The Growing Anatomy of a Human Institution<br /> Flexibility<br />Mutual Trust<br /> Autonomy<br /> Experiential Diversity<br /> Plain Communications<br />Self-Reflection<br /> Risk Embrace<br />
  21. 21. How would you apply these ideas in your communities?<br /><ul><li> What roles can individuals play?
  22. 22. What roles can traditional community organisations play?
  23. 23. How would this approach change your work?</li></li></ul><li>You want more???<br />Leadership in the Age of Complexity: From Hero to Host<br />Margaret Wheatley w/ Debbie Frieze 2010<br /> Management? It’s not what you think!<br /> Henry Mintzberg, et al. Prentice Hall 2010<br />Getting to Maybe: How the world is changed<br />Frances Westley, et al. Vintage Canada 2006<br />
  24. 24. Thanks for taking part!<br />Liam Barrington-Bush<br />email:<br />web:<br />twitter: @hackofalltrades<br />mobile: +44 (0) 7775732383<br />