The organisation may have a conscious understanding of the transformation ahead (for example, Unilever aiming to decouple environmental degradation from economic growth) yet it is the individuals (the leaders and team workers) that realise the transformation through emergence. In helping ourselves and those around us transform by sharing stories and lessons learnt through listening and sharing, we transform the organisation through co-creation. Likewise, it is the individual’s personal objectives, contributions, behaviours and relationships as part of the organisation that co-create the culture. The culture of the organisation is co-created by the whole and the parts – the organisation, its mission, its value-set, its collective behaviour and the relationships it forms with its business ecosystem. The social and emotional dimension of the organisation can nourish or inhibit the transformation it is the soul and culture of the organisation (and individual) that allows the transformation to take place successfully. Midwifery and alchemy become important aspects of the leadership toolkit, as do emergence and love. We each become our own leaders while helping co-create the conditions for ourselves and others to transform. Leadership in these transformational times becomes about encouraging yourself and others to cross that threshold from old to new at a personal and organisational level. The metamorphosis is essentially about letting go to let come. Business is learning to cross the threshold of transformation.Ĭrossing a threshold requires letting go of old ways of perceiving, performing, thinking, relating and behaving, while letting come new ways of operating.
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