The document discusses alternative views of leadership and management that move away from traditional hierarchical models. It argues that leadership is not an inherent quality but can be learned. Effective organizations encourage self-organization, shared meaning, autonomy, and risk-taking rather than relying on experts, strategies, or carrots and sticks. Complex systems thrive on flexibility, trust, diversity, communication, and reflection rather than control. True leadership involves hosting rather than heroics and creating the conditions for people to determine their own actions.

1. ‘Leadership’, ‘management’ and other sorry excuses for treating people like crap* *And a few of the nicer alternatives Liam Barrington-Bush, Concrete Solutions C.I.C. @ Birkbeck College 25 November 2010

2. What does ‘leadership’ mean to you?

3. Leadership? Can it be learned? In a classroom? Is it ‘inherent’ to some? Is a skill? Is a quality? Is it an ethos?

4. Leadership ...as our grandparents imagined it... The Great Man Theories Trait theories Behaviourist theories Situational leadership

5. How does leadership relate to management?

7. Controlling

8. Specialised

10. Debunking management ‘truths’ #1 Strategise for Success! Image ‘first light’ CC by eschipul on Flickr

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.” - Henry Mintzberg (from ‘Crafting Strategy’)

12. Debunking management ‘truths’ #2 Experts rule!

13. Debunking management ‘truths’ #3 Carrots and Sticks work ‘The Humble Carrot’ image CC by nickwheeleroz on Flickr A stick insect I saw in NZ

14. Debunking management ‘truths’ #4 Control: it gets things done

15. Debunking management ‘truths’ #5 Risk must be managed

16. But what if... We’re ALL leaders? We organise ourselves? We encourage risky new ideas? We plan ‘developmentally’?

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.” - Margaret Wheatley

18. Simple? --- Complicated? --- Complex? Complex: Raising a child Complicated: Launching a rocket ship Simple: Baking a cake

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.” - Margaret Wheatley

20. The Growing Anatomy of a Human Institution Flexibility Mutual Trust Autonomy Experiential Diversity Plain Communications Self-Reflection Risk Embrace

22. What roles can traditional community organisations play?

24. Thanks for taking part! Liam Barrington-Bush email: liam@concretesolutions.org.uk web: www.concretesolutions.org.uk twitter: @hackofalltrades mobile: +44 (0) 7775732383