A new reality
We live in a time where environmental changes are bigger and happens faster than ever. Advanced technology, digitalization, AI and new knowledge in combination with sophisticated processes place new pressures on leaders. As external forces rise and the rate of change accelerates so do the requirements on the quality of precision and speed in decision-making processes. This is also true for efficiency in implementation. Leadership is increasingly characterized by the ability to maneuver in this complexity, about learning to surf on the edge of chaos.
NEW FINDINGS – OLD WISDOM The latest findings and research about Teal Organisations and deep adaptation have proved to be the old, used and tested knowledge of many of the older cultures that existed in harmony with nature. They
New methods for leadership development
In a fast-moving, global and flexible economy, leadership is about mobilizing people’s will to create and to develop. Specifically, to create something worthy that is deeply meaningful. When this type of energy exists all those in a group become more engaged, carefree, and productive. In a post-heroic leadership we no longer see the leader themselves as the centerpiece and superstar, but rather as a gardener whose main task is to give the team and others the most optimal conditions to perform and blossom. The changes are occurring on all levels, both professionally and in our personal lives. The future’s conscious leadership will require, even more, the ability to quickly acclimate to new situations, pressing issues, complexity, and dilemmas at a higher rate than constant change. To be able to move actively and proactively. To take a step backward and reflect about a situation quickly to go back and work earnestly based on the new perspective (action inquiry). We need to develop our leadership to higher levels to have a greater proficiency in leadership as a whole. Such awareness implies a higher capacity to deal with complex thinking, a lower degree of defensive self-interest and more abstract identifications with the world, society, and nature.
A Conscious Leader has the ability to:
– Motivate themselves to develop as a leader
– Understand the importance of employees’ or other stakeholders’ perspectives and interests, and the ability to consider, affect and integrate them into the everyday work
– See the complex connections, but also to critically question knowledge and other assumptions, as well as having the capacity to create change in the organization.
– Have an understanding of what is happening in their surroundings and where the world is heading.
A Conscious Leadership easily replaces order and instructions with forms of leadership that focus on visions, values, and general guidelines/policies. Employees on all levels are given a bigger responsibility to think independently and to live up to the ambitions that guide both the internal collaboration and the interaction with the outside world. Conscious Leaders don’t see themselves as the all-knowing decision-makers but rather as engaged guides.
With a Conscious Leadership, overall ambitions translate to new patterns of action in the organizations “capillaries”. The management’s ambitions are given the space to be interpreted and understood in order to get meaningful content for decisions and actions. With a Conscious Leadership, constructive dialogues are created allowing everyone to draw conclusions for the prerequisites for success.
A Conscious Leadership implicates and transforms many levels and aspects of awareness and leadership. As to proactively seek connections and contribution from stakeholders for feedback in order to increase the amount of input:
– One thinks outside their own industry and compares themselves with other companies in other industries.
– One addresses challenges that have not been resolved earlier and which require cooperation and creativity.
As one gradually develops their leadership the ability to navigate the chaos becomes smoother, so that one is not simply blindly trusting that they are creating a creative environment. Now the ability to allow and manage conflict has increased. Here, the “conscious presence
At this level, Conscious Leadership looks like inviting in and keeping a space where fundamentally different values can be allowed to be explored and tested. One has
To attract leaders and partners to this level of consciousness requires the meaningfulness of the work to go beyond the goals of the organization. The company’s purpose and vision must not be in conflict with what is considered meaningful, often with social and environmental responsibility, which are necessary aspects of the operations of the organization. Consious Leadership is a way to work towards a higher purpose that is embodied and shared with others. One is driven by a need to develop and transform a company, or even an entire industry.
Conscious Leadership can develop into an even deeper intuition and ability to be presently constant and stable in situations, as well as to be attentive to thoughts, feeling
Conscious Leaders are, at this stage, most often involved in global issues, even if the organization may seem to not have such explicit goals and is guided by a strong intuition; for if the work you do is in line with what you feel is meaningful that can sometimes count for generations to come. But, one can also let go of everything and play with new ideas.
Conscious Leadership doesn’t only mean mastering the ever-more, complex causality but also learning to live with the idea that we can skillfully manage “complex causality” through comprehensive theories, intricate strategies, sophisticated models of organization and above all, not by devising smart plans and trying to just get them done. Conscious leadership is about learning to surf on the edge of chaos.
Göran Gennvi is a favored expert in Transformative Development, both on a personal and organizational level. Göran’s trademark is “Circles of Trust and Quests for Wholeness”.