The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic - Peter Drucker

How systemic leadership helps people navigate complex change

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One of the earliest transitions we make in life is starting school. A much heralded change in a young person’s life. Can you remember how you experienced that transition? I can. I ran towards the school entrance with little more than a backward glance. I was following in the footsteps of an older brother and sister you see. It was a rite of passage. One that I was quite determined to traverse (according to my mother!).   Many patterns are established in childhood Leaving school was similar. I moved on with a sense of adventure. This sense of life being an adventure has stayed with me. Always curious to explore what’s around the next corner…. An example of how patterns established in childhood have an influence on how we approach similar challenges in later life. Of course not all patterns are as positive and some have their shadow side. Always wanting to...
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The Generative Power of a Question

The Right Question
  The transition to the New Year always creates a desire to take stock….where am I now in relation to what I wanted to achieve last year? This year is no different. Although, in one way, it’s completely different. It’s the first New Year without my dad. He died on 2nd February last year so we’re approaching the first anniversary of his death.   It starts with family  Dad enjoyed marking the transition to the New Year especially when surrounded by his family. He invariably made a speech at midnight and encouraged others to do the same. It created a strong sense of being fully seen and heard. As if your personhood was being authenticated. In my younger years the evening meal (tea-time in our house) was a time when the family gathered around the table and shared a story from their day. After me and my siblings left home, and returned for holidays,...
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Collaboration AK
Adam Kahane’s new book - ‘Collaborating with the Enemy’ - is a must for anyone having to collaborate with diverse others whatever the context. Indeed, it should be recommended reading on leadership programmes where there is a need to work across organisational and/or cultural boundaries. With the economic situation as it is, collaboration is fundamental to the sustainability of services.   To begin with oneself...' is a maxim that can trip glibly off the tongue, but Adam takes us below the surface. With honesty, humility and pragmatism he shows why we must change ourselves before we can reach out and fully connect with others who don't share our view.   "Collaborating with others, especially others who we do not agree with or like or trust us, requires us to join with them as equals".   ‘Enemyfying’ Many of the case studies in the book relate to ‘high stakes’ fraught and sometimes...
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