‘Leadership’ has become a holy grail of the last decade or two. Scores of books, journal articles and research papers have been dedicated to the task of trying to understand what great leadership is and how it might be replicated. There are countless ‘shopping lists’ of outstanding leadership characteristics, with the implication that all one [...]
Ranger diving for Trochus Shells to monitor their size inside and outside the Marine Protected Area of Tetepare, Solomon Islands. Several readers responded to my last blog post, ‘Listening for the first time’, with comments about how refreshing it was to truly stop and listen to what was being said to them without prejudging [...]
What does it feel like to be open – truly open – to the ideas and opinions of someone else? What does it feel like to listen – truly listen – without judging or criticising (even internally) what is being said? What does it feel like to enjoy – truly enjoy – what you are hearing as a new way, a new approach, a real alternative? For many of us these feelings are less than frequent. It is so easy to become ‘stuck in our ways’ of thinking that we are no longer able to be open, or to listen without judgement. We cling to what we hold dear, to what we believe to be true, to a lifetime’s supply of preconceptions. Unfortunately, this holds us back, closing off a world of possibility.
The leadership experiences we have participated in during 2012 with the Tetepare Descendants Association, and with Frank Ansell and Sue Gregory in Central Australia, have been strong reminders of the role ‘social sustainability’ has played, and continues to play, in indigenous cultures. Social sustainability can be defined in various ways but the way we look at it is: a commitment to the generations that follow us that they will have a better life on this planet. A better life not in a material sense but in terms of their access to and benefit from the wisdom, insights and knowledge of those who have come before them.
A strategic planning process normally involves revisiting the vision and mission, and asking those tried but true questions: Where are we now? Where do we want to be? How will we get there? This is all critical to successfully navigating a way ahead, particularly if that future may be somewhat different from the present and therefore is going to involve change. Unfortunately, strategic planning associated with change doesn’t have a good reputation in many organisations...
I recently had the pleasure of being the guest speaker at the graduation ceremony for the South East ‘Opening Doors’ program in which we have been involved. The participants in the program are enormously inspiring with the commitment they have shown to their own and other communities. These are not leaders who seek the spotlight. They are quiet achievers who demonstrate three significant qualities of community leadership: they are visionary, they are flexible, and they take responsibility.
One of the things that comes from having worked with a broad range of organisations over a long time is a sensitivity to trends in the way people communicate. In particular I notice subtle changes in the structure of conversation. I have come to a realisation that there is another challenge with conversations in organisations that is actually much more significant than just a reticence to speak off the cuff. It’s a serious issue because it is increasingly hampering the effectiveness of senior leaders, middle managers and everyone else. I call it ‘political politeness’.
The word ‘empathy’ has been in common use for around 20 years, yet it is still widely misunderstood – both in its meaning and its application. At times empathy can still be confused with ‘sympathy’, and through that confusion empathy tends to be thought of as ‘something you do with someone who is sad’. In practice, the ability to be empathetic has broad application and is one of the more important capabilities anyone, especially a leader, can have.
Two years ago Ruth Nissim of the 3BL Group contacted us to discuss a vision she had to combine the world of leadership, corporate social responsibility and physical challenge. Last week, Ruth’s vision became a reality when the seven day Larapinta Leadership Development Challenge took place on the spectacular Larapinta Trail in the Northern Territory. Malcolm and I were fortunate to take part in the week as facilitators. A highlight was a 16 kilometre ascent and descent of Mt. Sonder, with its peak at an altitude of 1350 metres.
Lately I’ve become aware of what I feel is a growing reticence amongst people to speak spontaneously. This is particularly the case in group situations and especially amongst leaders, either when talking amongst themselves or to their staff. I have felt it myself: a sense of second-guessing as I go to say something, pulling back for fear of offending or being taken the wrong way. It has always been this way, of course: social norms demand that we moderate what we say in given situations. But it does seem that there is less acceptance of spontaneity at the moment...