Leadership beyond fear

An interview with Margaret Wheatley was published in strategy+business recently. Known for her ground-breaking work ‘Leadership and the New Science’,  Meg expands on her views of what enables Leadership in today’s difficult times. The full interview is here

The interview raises a few points that we at RA would like to explore further.

In times of crisis and austerity, it seems common for organisations to go down the command and control route of management. It feels safe and it feels secure for managers to get a tight rein on their area of responsibility and there is no doubt some truth in this. Unfortunately it also has a profound negative effect. Time and again we experience the fact that ‘squeezing people only makes them smaller’.

What’s needed instead is a releasing of all of the energy, creativity and commitment that every leader has available in each of their employees. This is a courageous response, but it ensures the best chance of success in these demanding and uncertain times.

‘Why is that?’ you may ask. It’s because when we are free of fear we are able to think better.  When we are happier we see more, not just in our minds eye, but in our environment too (1). When we function at our best we can see new connections, find new solutions and create new ways of working that are invisible to the stressed and fearful.

‘What does that mean in my everyday behaviour?’ Leadership is about conversations. As Leaders we succeed or fail one conversation at a time (2). RA have developed a series of tools that help Leaders to have conversations that re-connect the individual with a sense of value, purpose and personal contribution. They are conversations of possibility.

The Wheatley interview draws our attention to a book that explores how some people survive when lost in the wilderness (3). To paraphrase the interview, in these situations: denial and working harder, are followed by a frantic search for the familiar, then a mental and physical deterioration. Sound familiar? Survivors then do something else though; they acknowledge that they are lost and that they need new information – a new way of doing things.

We can get trapped in our habits. Some of our habits were useful once upon a time, but now they are woefully out of date and just hold us back. When we allow our habits to determine our behaviour in this way, we lose the opportunity to think afresh. In times of crisis, unpredictable market conditions and harsh competition, we cannot afford to revert to old ways of thinking. To survive we must look for new information and new ways of doing things. We need to create a new map of the world.

Leaders can be trained to recognise and intervene in out-of-date thinking and stuck behaviour. Developing the listening skills necessary to notice the deep structure of language allows them to interact in a way that enriches the ‘map’ that their team have been operating from. This enables new ideas and innovative solutions to flourish.

Remember though that through thousands of years of evolution we humans have been programmed to scan our environment for anything that is different and to treat anything different as dangerous.  To overcome this primeval response, Leaders must have the influence and presence to calm potential fears. When these concerns are addressed skilfully, the team is then free to access their problem-solving, logical and creative abilities. For Leaders this means communicating from a centred, authentic base, using powerful [and congruent] language and gestures.

The interview with Margaret Wheatley concludes with an observation that a personal discipline is an essential aspect of Leadership in today’s demanding environment. As teachers of the martial arts for many years, we know how important it is to be able to engage in a practise of learning that connects us with ourselves and others. Through our development programmes, we at RA bring this understanding to life in our work with leaders from numerous nations, disciplines and industries.

Mark West
RA: The Leadership Consultants
www.raconsultancy.com

References

  1. The Happiness Advantage, Shawn Achor, 2010
  2. Fierce Conversations, Susan Scott, 2002
  3. Deep Survival: Who Lives, Who Dies and Why, W.W. Norton, 2003
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Coaching for Personal Best

What’s your personal best? Is it getting better? How do you know? What do you measure?

There seems to be a bit of a mismatch between our attitudes to achieving excellence in sport and excellence in business. We’d think it strange if a top athlete or sports team didn’t have a coach. In fact the higher the level of performance expected, the more attention an athlete gets. Yet in business, it often seems that the higher up in an organisation one gets, the less attention we receive.

A recent article in New Yorker magazine outlines a successful surgeon’s exploration of coaching, its benefits and the potential barriers to using coaching to improve performance. Click the link to read the whole article. 

So why coaching?

Coaching improves performance by helping an individual or team to establish performance criteria, understand their current activity and create an action plan to close any gaps.

Coaches provide an external set of eyes and ears – asking the questions we do not ask ourselves, noticing the things we don’t pay any attention to. Their own perspective and experience means that they give a fresh view of how we act and the results that arise as a consequence.

As in the world of sport, a professional coach doesn’t necessarily have to share the same functional specialism as their client (we coach people in a wide variety of roles and industries|). They should, however, have exquisite skills in the field of coaching. This means that they must:

  • Be credible
  • Connect with their client
  • Be 100% present
  • Listen more than talk
  • Ask questions
  • Maintain a wide field of awareness

What gets in the way?

Often in one way or another our ego gets in the way.  ‘Human beings resist exposure and critique; our brains are well defended.’[1] This manifests when we don’t like the idea of being observed, we worry that having a coach makes us look incompetent or we fear that the coach will go direct to the boss with any limitations. In many cases it’s easier to decide that the coach is no good or lacks specialist knowledge, than it is to accept that we may be doing something that is less than perfect.

So what is your personal best?

How are you measuring your own performance? How do you know if you’re better at your job today than you were 6 months ago? Are you incorporating the latest understanding and knowledge into your everyday working practises? If the answer is to any of these questions is ‘No’, perhaps a coach is just what you need right now.


[1] Atul Gawande, Personal Best, The New Yorker, October 3rd 2011.

 

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Leading Culture

Strategy and Business recently published an article about culture change. Unusually, the case study wasn’t about a company, but TV Chef Jamie Oliver’s project to improve eating habits in one of the unhealthiest cities in the US. The link to the full article is here.

There are several things highlighted in the article that we recognise at RA as being relevant and important:

Know the Culture

Frequently leaders pay attention to their products and processes, but culture is left to fend for itself. Leader’s need to recognise how the existing culture shapes the actions of the workforce on a daily basis:

  • What get’s attention?
  • What gets recognised & rewarded?
  • What’s acceptable? What’s not?

When leaders can answer these questions they’ll be able to articulate the real culture of their organisation, and not the one that’s written about on the Company’s website.

Demonstrate Success.

To demonstrate success it’s important that change leaders have a clear idea of what that success looks like. This means building a clear picture of the behaviours that match (and mismatch) the ways of being and working that they want to embed.

Once leaders know exactly what they’re looking for, they can identify the people in the organisation who are already being role models for the change. Each small individual achievement in line with the new culture is added to the library of stories that the leader can access and share in their everyday conversations.

These adhoc ‘Leadership Conversations’ are an opportunity to share the benefits of the anticipated changes, give recognition for desired behaviours and to warn of the dangers of staying stuck in the past.

Identify Key Influencers

Influence can be a subtle thing and in organisations we are influenced by more than just the boss.

  • Cultural Carriers are visible figures in the organisation that have extensive networks. They speak publicly and frequently, inside and outside the organisation and their behaviour is an informal representation of the culture.
  • Pride Builders are respected members of a peer group. Their attitude towards any changes influences the behaviour of their immediate colleagues. For example if a respected member of a team dismisses the leaders change message with a ‘Here we go again…’ comment, it’s likely that most of their peer-group will adopt the same response.  Most teams have a pride builder, they set the local tone for what’s acceptable and unacceptable, so its essential that leaders engage with these people with a compelling narrative of their Big Idea – what needs to different, why it’s important and what will happen if nothing changes.
  • Authority Figures have official responsibility in the organisation. Most of the workforce look up to these people with the unwritten understanding that behaving like them is what it takes to get on and be successful in the business. If an authority figure acts in a way that undermines the desired culture, the generally received message to their people is that the change doesn’t really matter. In this case it’s essential that the Leader engages in one of those skilful, but ‘Tough Conversations’ that re-aligns expectations and spells out the negative consequences of detrimental behaviour.

Aligning Formal and Informal Change

Change pushes up against the habitual human response of developing a sense of security through consistency. It’s the minority of people who shout ‘Yes! More Change!’ when faced with altering their way of working. Yet it’s exactly this type of response that will sustain the culture development into the future.

One of the ways to help people to change their behaviour is to ensure that policies, systems and processes support the change. If we want a culture of responsibility, but the systems demand 12 levels of authorisation before a commitment of resources, then the behaviour won’t stick. If we say we want to act ethically, but use questionable suppliers, then the change is undermined. If on the other hand we want to make team-working the default way of working, changing the recognition systems to reward team-behaviour and not individual performance will support the change.

Summary

  • Leading Culture is a vital aspect of Leadership.
  • Setting clear expectations of what behaviours demonstrate the desired culture is essential in making that culture possible.
  • Identifying and recognising existing role models for the new culture builds a foundation for the success and makes the change tangible.
  • Key influencers exist in any organisation. Culture development projects must engage with Cultural Carriers, Pride Builders and Authority Figures.
  • Formal systems and policies must support the desired behaviour changes.

 

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Wonder of Leadership II

Nearly 2000 people have already read this next instalment in the Wonder of Leadership series, by Colin Reeve.

We have become lazy. We are living in the most unpredictable time in our history and we need all the resources available to us to stay with it and be successful. One of our greatest resources is our ability to think and to imagine what is possible – without this there is no new action and we spiral down into our old, comfortable and often out-dated ways of thinking and being.

We have become lazy thinkers. We read newspapers with big headlines and small stories and we listen to speeches and wait for the presenter to tell us what was said. We decide who and what to believe and we stick with them because it’s easier than thinking. We throw food away not because it’s inedible but because it says so on the packet. We respond to the same old clichés because it’s easier than thinking.  We need to wake up and wake up quickly.

Getting below the habit of headlines

We are human – we develop habits: physical habits, emotional habits and thinking habits. Unfortunately we go on to embody those habits and we begin to think we are them, “That’s just me, that’s how I am. We’ve always done it like that.” We embody them to such a deep level, we don’t see the possibility of being different and our minds become increasingly static and closed to new ideas at a time when new ideas and innovation are critical for our success.

Headline: “I can’t do that” is a thinking habit which offers no possibility of success.

Getting the story beneath the headline: “I can’t do that . . . but I have learned things before, and this would be challenging, but good for me and the business, so I could give it a try.”

This is a story uncovered through skilled conversation that leads to possibility and potential being explored and released.

We become lazy – we respond to our habits automatically, without thinking whether or not they are appropriate. Leaders awaken people to their habits; help them explore the possibility beneath the headlines they have written for themselves or their organisation. Encouraging them to let go of the hand-rail of habits they cling to, frees them to think for themselves and by doing so, act differently.

By accepting our habits as “us”, we settle for being less than we could be. Our organisations settle for less than they could be by accepting the cultural habits which were formed and embodied during different times. Great organisations and industries have been lost to out-dated thinking habits; thinking in headlines and talking in headlines has undermined their performance and slowed their progress.

Muscles remember and muscles forget

The wonder of leadership comes to those who are prepared to have conversations with the people around them, not to “do stuff” to them. Not meetings with a hidden outcome (sometimes disguised as coaching, appraising or counselling), but genuine, authentic conversations between adults whose personal wealth and wellbeing depend on their own success and the success of their organisation.

These leadership conversations can help us to explore below the negative headline to uncover a positive story and to develop new, more appropriate habits or to rediscover and awaken others we have forgotten about. Doing so allows us to realise more of our potential and become more effective and elegant in the way we live our lives.

Leadership is found in the doing not the done

How many organisations have a vision, mission and set of values written and on display in reception, on place mats, on screen savers and, having done that, sit back smugly and wait for the magic to happen. These are indeed powerful things, but their power comes from the doing of them not the done.

To evoke the wonder of leadership we need to focus on how we do things not just on realising outcomes. By paying attention to the habitual how we do things around here, we can uncover and transform that which is no longer helpful.

My experience in helping develop cultures which have become stuck to move toward a more elegant, more appropriate culture is that, within the space of around 12 leadership conversations, the culture moves and gets its own momentum. These are skilled conversations held with mutual respect and without an immediate outcome. They are a means to re-route tired thinking and create new adventures, new pathways of possibility. Leaders help people change and people go onto change organisations.

Challenge, discomfort, nervousness – these are not signs of stress. They are your body’s way of telling you that it’s time to change. Struggling to hold onto old ideas when their time has passed is where the stress comes from.

The wonder of leadership conversations are designed to transform old thinking into possibility thinking. To bring awareness to how we have learnt to think and how that thinking has become a habit. It is not “you” – you are the person thinking those thoughts and you can decide to develop an up to date, more appropriate box of habits. This is the way and the wonder of Leadership

Try this simple exercise

Stand up from your seat, sit down and stand up again. Now from the sitting position, hold your back and your head straight. This time stand up while holding that posture and without bending your trunk forward. Describe what has to happen which is different to the first time you stood up.

Most people will describe how they had to pay conscious attention, had to concentrate and had to change their start position in some way in order to stand up while holding the posture.

You have been practising standing up for all but the first year of your life and you probably have made no conscious effort to look at it and ask whether there is a different way to do it . . . it’s a physical habit. And it will take conscious attention to change it. However, if you maintain your conscious attention for a short period of time, you will develop a new more appropriate habit.

This updating, like a technical upgrade, is available to us with our thinking and feeling habits as well as our physical ones. What old habits does your upgrade need to address?



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The Leadership Imperative

The results of a recent global leadership forecast conducted by DDI that surveyed  more than 2,600 organisations, make a compelling and unavoidable case for developing a culture of skilled leaders at every level in an organisation.

The Facts:

  • Organisations with the highest quality leaders were 13 times more likely to outperform their competition in key bottom line metrics such as financial performance, quality of products and services, employee engagement and customer satisfaction
  • Only 6% of organisations that rated their leadership as poor were in organisations that outperformed their competition versus 78% of organisations rating their leadership quality as excellent who outperformed their competition on bottom line metrics
  • Retention of staff is directly impacted by leadership quality – those organisations with higher quality leadership were 3 times more likely to retain more employees than their competition and had more than 5 times the number of highly engaged leaders.
  • Only 38% of leaders rated their leadership quality as good or excellent
  • Over half of organisations state their top priority in the next year is to improve leadership skills

According to the study, high quality leadership has 3 key drivers:

  • Leadership development: Including formal programmes (the top method used and deemed the most effective by 73% of leaders. 55% of organisations plan to increase their budgets in the this area in 2012
  • Other talent management systems that build high quality leadership pipelines: the true value here is the quality of the discussion leaders have with their managers - Leadership Conversations
  • Management Culture: those organisations with effective management cultures were two and a half times more likely to have passionate leaders and 3 times more likely to outperform their competition

The question then has to be asked…. what will you and your organisation be investing in this coming year in order to develop and release the leadership talent in your business?

If you’d like to read more of the findings, Click here

If you’d like to talk to us about how RA can help, click here or call us on 01344 872026


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Tools For Personal and Organisational Change

That’s the way we used to do things around here’ is a great article that explores the link between how the brain works and how we can change, personally and as an organisation.

To summarise some of the key points from the article:

  • Habits are hard to change because of the way the brain manages them, but
  • Neural connections are highly plastic, so even the most entrenched thought patterns can be changed
  • Attention can re-wire people’s thinking habits
  • In focussing attention, positive reinforcement has power
  • Cultivating cognitive veto-power can override our impulses
  • Our capability to pay attention needs to be built over time

Here’s a quick description of the parts of the brain that we act on without conscious attention. The basal ganglia, sometimes called the ‘habit-centre’, manages our semi-automatic activities. The amygdala is a source of strong emotions and the hypothalamus manages our instinctive drives.

The basal ganglia functions extremely quickly and when we process information in this way it even feels rewarding. To emphasise this point, it makes us feel good to revert to entrenched habits and ways of thinking. Also every time we think in this way we embed the neural pathways further and connect them to other areas of the brain that together generate our ‘action repertoire’. This means that our limiting thought becomes stronger.

Permanent change comes from embedding new choices in the basal ganglia. This learning often feels uncomfortable because we are overriding our old ways of thinking. It also requires more effort and energy as it accesses our higher brain functions where we can be logical, visualise and plan.

Also being forced to do something new can activate our amygdala and we experience the fight or flight response. In this case our brain pharmacy (clearly described by James Borg in his book Mind Power) takes over and releases adrenaline, cortisol and other ‘stress chemicals’. All of this means that we’re left temporarily limited in our ability to respond or act. It’s no wonder that people resist change!

 

So what does that mean for personal & organisational change?

We use a variety of techniques to help people make the changes they want for themselves and for their organisation. Here are a few examples of tools that work with the brain to allow us all to embed new behaviours.

 

Mindfulness

As teachers of the martial arts we repeatedly recognise that people have the capacity to change their actions when they bring their attention to bear in the present moment. The practise of the martial arts, as well as other traditions like buddhism and yoga, have recognised this fact for thousands of years. Neuroscience is now able to validate this understanding. For example, research from the University of Toronto shows that this kind of mindfull attention specifically activates executive planning areas of the brain.

How do we cultivate an ability to watch our thinking? One technique is disassociation. Usually we are so caught up in our everyday actions and emotions that we operate on autopilot. If we mentally step back from our situation, for example as if we were watching ourselves in a movie, we can separate ourselves from the emotions of the present and build a more objective sense of what actions are appropriate. This skill is readily accessible for all of us, all it takes is an awareness of what is possible and some practise.

Mindfulness can also help us to spot the symptoms of an amygdala hijack before we are fully lost to the over-riding emotions of the situation. Disassociation then makes it possible to withdraw from the potentially damaging impulses and reactions that arise in the heat of the moment. By pulling away from the situation mentally and watching the situation clearly, we can cool down and take a more objective approach.

 

Well-Formed Outcomes

The brain doesn’t do negatives very easily. Take a moment, breath and then:

Do not think about a tree

In most cases, the tree pops in there, unless we consciously think of something else.

If we build a clear idea of what it is that we really want, [a well-formed outcome] we can help our brain to find ways of making it happen.  Focussing on this desired state strengthens neural pathways associated with the new behaviour. For example, the BBC filmed an experiment where a dancer’s brain activity was monitored while she imagined a dance. Her brain activity had more than 90% in common with when she was actually dancing.

Building clear expectations of what we want has been proven to reinforce productive neural patterns.  In an experiment at the University of Florida, an expectation of pain relief had the same effect as a 6mg dose of morphine, an incredible experiment in demonstrating how thought can effect our reactions, even in painful situations.

The clearer the outcome, the easier it is to measure progress. In this way we can hold ourselves accountable for the changes we wish for and help other’s on the same path.

 

Re-Framing

When it comes to helping others engage in new behaviours, ‘catching them doing things right’ is more powerful than telling them what they’re doing wrong. When the people around us find it difficult to do something new, it’s likely that they’re caught up in ‘not doing the old thing’, which only cements the old thing into their thinking further.

Re-framing helps individuals to make the journey from where they were, to where they want to be. As a technique it also helps us to engage our imagination and learn from our mistakes.

 

Embodiment

It’s not enough that we talk about our goals; we have to act on them too, being role models for what we want to create. This means spotting opportunities to behave in a way that is aligned. The Logical Levels model helps our clients to build a rich representation of the new ways of thinking and acting that they wish to embody. An exploration of their thoughts, feelings and physiology creates new mental pathways which, when used together with well-formed outcomes, helps them to engage in new behaviours.

 

Practise Makes Permanent

When we pay repeated attention to our actions and related goals, our thoughts stabilise and move to the basal ganglia to become a new semi-automatic response. Neuroscience calls this focus ‘attention density’ and it enables new behaviours to become part of our default action repertoire. In the same way in the martial arts, ‘Practise’ enables us to have unconscious access to the state, awareness and techniques that enable us to live in a peaceful way.

 

Summary

Innovative imaging methodologies and technologies are resulting in new discoveries in the field of neuroscience at an ever-increasing pace. The speed of technological and commercial development is driving many of us to adapt and re-organise our behaviour to succeed in the face of these unprecedented events.

It’s refreshing to know that those same drivers for change, are now increasing our understanding of how we work at a deeper level. By working with the natural neurological physiology of change, we can accelerate our own understanding, learning and development.

Mark West, RA Leadership Consultant

E: info@.raconsultancy.com     T: +44(0)1344 872026

 


 

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Embodied Leadership

Embodied Leadership

In today’s fast paced, impatient and often stressful world, Leaders need to find a way of being and leading that liberates people to contribute their unique talents  willingly – thereby giving us all the resources, of all the people, all of the time. During RA’s 20 years as global Leadership Consultants and our combined 100 years practicing and teaching Karate-do, we have learned that there are four energies available to people that, when awakened, can be blended into one incredible force. Not only does this blend offer outstanding high performance, but more importantly, it creates sustainable ‘Healthy High Performance’.

The Ecology of Talent In our work, we have frequently seen this energy go untapped, underused and squandered as we over-manage and under-lead the people in our organisations. We need people to turn up at work complete: Mind, Body and Emotion, so they can get the best from themselves, for themselves, for the business they work in and the family they live in.
Anything less is a waste. We need to think about the Ecology of Talent…with today’s imperative, ‘getting more from less,’ it is more important than ever that we don’t throw way any of our natural resources.

The Four Energy levels
The energy you use at the gym is not the same energy that gets you to go to the gym: the energy you use at the gym is the energy of your muscles. The energy that gets you there is called Motivation. The energy that sustains Motivation is called Passion. The energy that keeps Passion alive is called Inspiration, and this energy can last a life time.
‘Can do’ – the energy of the muscles, comes from the need to earn a living. ‘Will do’ – the energy of motivation, comes from values being fed. ‘Want to’ – the energy of Passion, comes from having and living with a Purpose. ‘Compelled to’ – the energy of Inspiration, comes from being connected to a Vision.
Overly controlling Management engages only the energy of the muscles. This fragmenting of energy prevents individuals putting heart into their work. They become discontent and unfulfilled, saving their higher level energies for activities outside of work.
Leadership allows access to the energy of Motivation, Passion and Inspiration. Leaders liberate themselves and others, to be the best they can be. And just as the techniques of the Karate Master go unnoticed, the new Leader leads without technique: they embody Leadership.

RA’s Embodiment Model Managers can also reduce people effectiveness when they put too much emphasis on ‘Thinking’ (Mind). The questions – what do I want, when do I want it by and what’s my plan are useful, but rarely is any effort put on helping people access the appropriate ‘Feeling’ (Emotion) to underpin the plan. It is also imperative to know how to use my ‘Behaviour’ (Body), including how I use my posture, my breathing and my physical skills in order to get the best from myself and from others.

RA’s model (above) illustrates how these elements come together to create Embodied Leadership: the results – increased authenticity, influence, awareness, confidence and presence.

Knowledge itself will never be enough – understanding that water will quench your thirst does not quench your thirst. Understanding leadership does not make you a leader.

‘In Time’ Leadership

Knowledge must make that exciting journey from mind to muscle to make it truly effective.
The new Leader needs to be in-time with the people, the business and the market. In this fast paced world, on-time is linear and therefore too slow: the bus comes, I get on it and the bus goes. In time is more like an orchestra: different people, different instruments, in time playing together in the moment.
It is our experience that people want to express themselves; they want to be successful and have their energy flow creatively in their lives. And just as a carpenter learns to works with the natural grain of the wood, and the Karate Master learns to blend with the energy of the attacker, the in-time leader also needs to learn to work with the grain, releasing and blending the four human energies and by doing so, touch two of the deepest of human ambitions –to contribute and to be complete.

Colin Reeve

Founder of RA Consultancy

 

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The Wonder of Leadership

Transforms Organisations, Leaders and Followers

Over 30 years as a Leadership Consultant working with many different people in many different organisations and in many different countries.  I’m still I’m in awe of those who develop and practice the habits of leading and the absolutely outstanding results they achieve.

I think first we should distinguish between business and strategic leadership and the leading of people to outstanding performance and into a state of possibility.

The decisions made to steer an organisation through this most unpredictable, fast moving and impatient business environment are not the ones that change morale, increase energy, liberate talent and engage everyone in the organisation wholeheartedly in the business of the business.

Those often yearly big decisions are essential and set the course through the environment. However, to take the people on an adventure, to experience the highs and lows, to transform the challenges; it’s the dozens of small decisions that leaders made in the course of their everyday activity that have the potential to engage the energy of the people.

To talk to someone or not, to turn up when you said you would, to draw people into a conversation or to exclude them. These are the leadership conversations which determine the excitement, the motivation and the commitment that, in turn, become the driving force for increased productivity, quality, service and loyalty. These ‘pit stop’ interactions, when skilfully done, are a unique opportunity to develop success thinking throughout the business.

Any thought expressed in a conversation, no matter where it starts from, can be guided and escalated into leadership thinking and can begin to stimulate everyone in that organisation to take responsibility beyond their tasks. It can raise their thoughts above the completion of their task to their wholehearted engagement in success and the business of the business.

Across the organisation at every level, the wealth of those employed is determined by the success of the organisation. Everyone, no matter where they are or how much they earn must take seriously their responsibility for the success of the organisation which pays them.

We still have too many people prepared to sit on the sideline pointing and criticising their organisation and not recognising they are the organisation they are judging. The wonder of leadership is to reframe those voices and have them working for the business, generating possibility and positively answering the questions, ‘why not me, why not now’?

We need to re-direct from the Managers the pressure of being responsible for the motivation, behaviour, and attitude of the work force and give it back to those whose job and livelihood depend on it. We need to move from a cult of leadership to a culture of leadership. Leadership can be defined as ‘having influence’ and that is not the sole preserve of someone who has ‘Manager’ in their job title. We can influence those around us and ourselves to be positive, to be productive, to let go of the mundane and mediocre and to join an exciting business adventure.

The heroes in this adventure are the people challenged and excited by facing and transforming the demons. The business leaders are the narrators identifying the landscape, setting the direction and communicating and stimulating progress.

These are Leaders not weighed down by responsibility, but liberated to perform, to grow their talents, to go home tired. Not from pressure, but from the excitement of knowing you and your work are instrumental in creating success for you, your family, the business and the community. Now that is something you can go to sleep on and wake up to.

Align this level of leadership with strategic leadership and we have an organisation powering its way through the adventure – positive, flowing change fuelled by responsibility.

This natural Leadership comes free to organisations; it is not difficult. It is brought to life through conversations. It awakens responsibility and breathes energy into thoughts, dreams and muscles that have gone to sleep. It encourages willing performance and shakes new life into those things we used to believe and want to believe are possible.

The Wonder of Leadership is that it not only improves performance, it improves lives.

I wish you the willingness and energy to enjoy your good fortune to be alive now, in this new age of leadership.

Colin Reeve

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Wonder of Leadership NLP Workshop

4-6th September Surrey

Combine the superb learning from NLP with the powerful ‘Wisdom of the Body’ evolved from the mysteries of the martial arts , blend with the new ‘Secrets of Presence’ and we experience and embody the ‘Wonder of Leadership’ and its skills, elegance and transformational qualities.

You’ll learn to become masterful change agents for yourself and those around you.
Your increased personal presence and everyday leadership conversations will connect with, engage and inspire your people to higher levels of involvement, enthusiasm, growth and success.

Read more here.

 

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