Leadership vs influence

Leadership thinking is not keeping pace with the rapid changes taking place in the working environment.  Organisations must adapt ever more swiftly and effectively and traditional models of leadership are not helping.

How can leaders further develop the capability to handle these challenges?

Context drives behaviour, so we explore the reality of the influences on leaders and leadership.

Success for a leader facing increased complexity will not necessarily come from repeating what made him or her successful in the past. The solution involves readiness to adapt, the courage to experiment and the ability to learn. It is about moving towards an ‘influencing’ rather than a ‘leader’ mind-set.

It is about:

  • Influencing your immediate circle while extending reach to others in the wider network.
  • Seeing and acting on emerging patterns in the wider environment as well as attending to the details.
  • Knowing yourself & others & acting with intelligence (in all senses of the word). The most effective are who are clear of their own values & world-view, aware of their strengths & clear about their impact on others (& vice versa).
  • Judgement; knowing when to act and when to hold back.
  • (Continuously) learning from experience.

Strengthening leadership not just developing leaders

Leadership in a volatile, uncertain, complex and ambiguous world is about setting aside the power of Position and finding fresh ways to influence others.  In a complex world, one person cannot hold all the answers. It is about ‘Selling’ not ‘Telling’.  So we take a number of approaches:

  • Coach. Strategic support for leaders as they transition to new challenges.
  • Inspire. Raise awareness and insight by exploring the experiences of others , through case studies and application discussion.
  • Explore new approaches. For example, ‘complex adaptive leadership’ , systems thinking, leadership works in complex adaptive systems and social network analysis.
  • Facilitate. Work alongside leaders & their teams on performance & organisational ‘health’.

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