What will you learn? - How leadership can best be understood and developed relevant to 21st century challenges - Major shifts in society and what they mean for leadership - How New Era Leadership build organisational character For More Visit: http://community.mile.org

1. THREE QUESTIONS FOLLOWERS
WANT THEIR LEADERS TO ANSWER
… before they give them their full support

2. 1. What will you model to me?
2. What is the destination?
3. How will you engage me?

3. 1. What will you model to me?
Character
Integrity
Courage
Personal mastery

4. The 3 questions represent 3 areas of leadership
Leading self
Leading change Leading others
Character
Competence Charisma

5. Leadership principles
Leading self
Authenticity: A leader cannot help others unless he shares himself openly and honestly.
Passion: The leader does not only have to have a strong sense of responsibility, but
passion for the cause.
Self-regard: Positive self-regard is necessary for a leader in order to accept criticism, learn
from it and continue leading with confidence.
Character: Leadership involves many tests of courage, resilience and morality which
makes strong character indispensable.
Self-awareness: Self-awareness opens the door to effective communication and the
leader’s ability to relate to others.
Perseverance: Leadership disappears when we give up and emerges when we choose to
persevere when others would have given up.
Life balance: To sustain his energy and ability to focus, and to set a credible example, a
leader needs to have good balance between the different areas of his life.

6. Leadership principles
Leading change
Adaptability: Effective leadership is more a consequence of the leader’s ability to adapt
well to changes than a consequence of his knowledge or experience.
Visionary thinking: The mental picture of a desired destination, big or small, sparks
focused activities and worthwhile endeavours, which is why leaders’ first task is to imagine
the ideal future.
Strategic thinking: With the vision or goal in mind, leaders accept responsibility for the
most effective way to achieve the vision or goal.
Trend- and systems awareness: A big-picture view to spot trends early on and an
understanding of the influences of systems and their relationships is needed for the
strategic direction that the leader must give.
Cultural awareness: In an age of globalisation and culturally diverse workplaces, sensitivity
for differences is critical to the leader’s success in mobilising people as a community.

7. Leadership principles
Leading others
Building relationships: Leadership is by definition action in the context of relationships. To
ignore relationships contradicts leadership whereas building them enhances teamwork.
Being servant: By choosing to serve and not boss the team, the leader builds them up and
collectively they grow to become better leaders in service of the organisation.
Building trust: By being honest, open and consistent and by showing the willingness to
trust the team, the leader lays a strong team foundation for the good, but especially bad
times.
Recognition: Leaders recognise people privately and publicly out of real appreciation for
their contributions as well as personal qualities.
Inspiring hope: Nothing is as damaging to an organisation as the negative attitudes of its
people. It is the leader’s uppermost responsibility to inspire hope and create a positive
climate.

8. The need to shift our thinking
Strategy Culture
Head and hand Heart and soul
What and how Why and what for
Change of processes
and tools
Change of heart and
attitude

9. Expectations of leaders over time

10. Criteria and development focus
OLD CRITERIA AND
DEVELOPMENT FOCUS
NEW CRITERIA AND
DEVELOPMENT FOCUS
Knowledge
Experience
Strategic and tactical skills in
position of power
Awareness
Inner work
(reflection and self-challenge)
Context-sensitive leadership
responses (use of inner wisdom)
Advocacy
Good for transactional
environment
Questioning and shared learning
Needed for transformational
environment

11. Societal changes
“Imagine the current race to dominate the world
economy being transformed into a race for well-being
… Perhaps in 15 years we will have just as many
experts studying emotional well-being as we have
economists today.”
From materialism and economic measurements to
meaning and measuring of well-being
“People are both body and spirit. The spiritual aspect
of humanity is coming back to us”
‘All businesspeople should ask: “What kind of emotional appeal, what kind of
meaning, or which story are we selling? What dreams are we fulfilling?” The
same applies to services... Anyone seeking success in the market of the
future will have to be a storyteller.’

12. Deeper foundations for higher
aspirations
“The blind spot in current leaders’
thought is that they know all about
what leaders do and how they do it
-but not know about the source level,
that is, the inner place or the state of
awareness from which leaders and
social systems operate.”
- Otto Scharmer

13. Leadership is built on personal
growth or else it is nothing but
position (power), ego-building, and
tactics

14. Otto Scharmer – U Theory

15. Answering followers’ three
questions
Can you show me
the destination
and how to get
there?
Is your life an
example of
character,
integrity, courage
and personal
mastery?
How am I to travel
with you on this
journey in a
meaningful way?

16. The example of Mandela
Surely, if we recognise leadership excellence
in the person of Nelson Mandela, we should
endeavour to look for and grow the qualities
he lived and demonstrated. For organisations
it is not a call to become more ‘touchy or
feely’, but to responsibly address the context
within which business decisions are taken and
to ensure that these decisions accurately
reflect the organisation’s heart, mind and soul,
be this in its strategy, finance, marketing,
technology and corporate social values.