Featured: Five key concepts and supporting research and tools will help you lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders at the Russell Bedford International conference, yet applicable for any leader.
Entre-Slam is an entrepreneurial story telling competition held in Ann Arbor. Storytelling is powerful – and is a key leadership tool. Telling my story was also a great way to illustrate storytelling as important to change and communicating complex ideas, including my history in organization development (OD). Explaining OD to the uninitiated is like describingContinue reading “Business Entrepreneur Storytelling at Entre-Slam with Deb”
“There isn’t anything so practical as” a good model to help leaders, change agents and advocates explain what is happening in change and transition, paraphrasing Kurt Lewin. An informed change leader can head off the deadly effects of compliance and indifference and increase true, community commitment with a good set of tools, facilitation skills and change research, informed by timelyContinue reading “Two Tried & True Change Models – Evergreen for Agile Change”
How many times has the question been asked, “What is management vs. what is leadership?” This question, which is actually about power and influence, seems as if it may never die. A web search on the difference between the two delivers 176 million results.
You’ve probably experienced it, that uncomfortable feeling of letting go of something tried and formerly true without knowing what is coming next. Welcome to the Neutral Zone, coined by change writer William Bridges1 who helped us understand the human element in Change. In the 21st century, it’s important to “unlearn” what no longer meets the needs ofContinue reading “Agile Leader Learning for Sustainable Change: Steps through Sharp Rocks”
Leverage is a reason that leaders use when choosing to work in collaboration as well as hire consultants, who have the skills of helping leaders see multiple perspectives. This is especially an asset when dealing with difficult, complex, even wicked problems. This quote rings true in our experience with change projects: “If knowledge isContinue reading “Knowledge, Passion and Power: 3 Simple Change Principles to Release It”
Theory U features concepts intended to help leaders and managers in the public and private sector break through unproductive patterns of behavior. This includes not listening to their staff and clients’ and producing ineffective patterns of decision making. Otto Sharmer’s diagrams and practices include accessible illustration on paths in listening, for example, reinforced through the book, as a key focus on the left side of the U:
What is the place of synchronicity in how we facilitate change and transition? This session explored how we help ourselves, and therefore help data from the field of existence emerge. We’ll present Theory U, a tool, method and way of seeing and facilitating change, which invites data to emerge through shared meaning making helping co-create and sustain the change process.
Consultants are strategy and a strategy. This post reminded me it was time to integrate as Reveln social media, org. dev. consulting, & leader coaching integrate further via the next generation Reveln website launched May 2010. For example, this post is from my mini-blog Posterous site – the framework will be joined by a promised post on performance & participative organizations supporting strategic agility, my last regular Wordpress entry. My very current list of mini-blogs is at the end of this entry including Reveln Consulting with over 13,000 site views as of April-May, 2010. Posterous is a happening mini-blog service. I’m glad to demonstrate how beautifully it works on the upgraded Reveln website. Thanks Mat Piccinato & Ross Johnson for the website support!
Are your goals strategic? This is the third of three posts in the MCG series focused on the goal stage, after “membership” and “control.” At this stage, teams are fully fit and ready to act, if there is a commonly understood goal and a plan to achieve it. As some leaders struggle in defining clear and strategic goals, tools and approaches are offered.