Cultivating Our Leadership of the Future

0
3192

Over the last few weeks I have had the pleasure of engaging with a great variety of senior business leaders from a range of organisations, and I have been struck by the consistency of the challenge facing them regardless of their sector and company size.

Today’s leaders are holding an increasing tension. This tension is, on the one hand, caught in the reality of today, with the pressing need to quickly react to increasing volatility, disruptive innovations, changing expectations, system shocks, and more.

It’s a challenge just to keep our heads above water in these business climes, and yet on the other hand, this tension is also about tomorrow’s reality – not some distant future but in 3-5 years from now – with an increasingly recognition that the ‘new norm’ of our future is unceasing transformation and increasingly volatility.  And so today’s leadership challenge is framed by the inquiry, ‘How do we keep our head above water today while we begin to radically redesign for resilience, so that we don’t just survive but actually thrive in the times ahead?’

This new set of business challenges requires a new set of leadership skills, as well as an overhaul of our approaches to organisational learning and development. To not just survive but thrive in this new norm of business requires our leaders to deepen their personal and organisational capacity to sense into the emerging field of future possibilities and attune to the synchronicities amid these complexities. Those organisations and leaders that hold-on ever-tighter to out-dated managerial mind-sets rooted in separation, control and power-based hierarchy will be yesterday’s news.

So how do our leaders equip themselves appropriately amid this increasingly challenging landscape?

The good news is, the insights we need for our pressing challenges, lie all around and with us if we so choose to look. In opening up to more of who we naturally are, and also in opening up to how life really is (beyond the habituations, acculturations and control-based frames of yesterday’s logic) we allow a deeper perspective to form within us.  We learn how to reframe our meeting conventions, our strategic intent and our day-to-day interactions from a linear, control-based, mechanistic frame to a regenerative living-systems approach that embraces our humanity and our sense of place and purpose within this more-than-human world.

There is more good news: we now have ample scientific evidence-based studies, methods, case studies and approaches to help guide us in this transformation of leadership mind-set. For instance, Joseph Jaworski’s wonderful work around synchronicity and flow in leadership, Otto Scharmer’s Theory U tool-set, Peter Senge’s work at Society for Organizational Learning, Bill Torbert’s work on action inquiry and global leadership frameworks, Frederick Laloux’s work on self-organising Evolutionary/Teal organisations, to name a few.

All of this boils down to our ability to tap into our deeper personal and organisational learning, by reframing our mental models.

In my latest book, Future Fit (2016), I explicitly explore how we enable our leaders, teams, organisations and stakeholder relations to become more regenerative – not just inspired by the logic of living systems, but tending toward harmony with life.

‘The greatest voyage of our lifetimes is not in the seeking of new landscapes but in the seeing with new eyes.’ Marcel Proust

Put simply, our leaders of today and tomorrow need to become more human and in-so-doing, inspiring, facilitating and catalysing our teams to become more human within our firms of the future.

By opening up to more of who we truly are, through cultivating our natural ways of knowing – what Carl Jung referred to as our 4 ways of knowing: our intuitive, rational, emotional and somatic; and what Donah Zohar and others at Oxford University refer to as our IQ/EQ/SQ – we allow our deeper Self to come through us.  We fertilize our daily ego-awareness with a more soul-infused awareness, which enriches the quality of our attention and the quality of our inter-relations, i.e. enhancing the ability to really listen, to engage in generative conversations, and to sense the flow of what is emerging rather than attempting to control it or polarize it in to me-versus-you thinking. This is a subtle shift in awareness yet it has profound consequences for how we be-and-do in our organisations. It allows us to bring more of our selves to work, so we can draw on more of our creative potential and innate collaborative intelligence, enabling our organisations to become vibrant and resilient living systems.

Otto Scharmer, and others, have referred to this quality of attention as ‘presencing’, as we are both fully present to what is in the moment now, as well as sensing into what is emerging. It is a spontaneous yet compassionate attention, heightened yet relaxed, receptive yet responsive. This is our opening up to the flow of life and to the intentionality of our deeper Self (our soul promptings).  It is a crossing of a threshold from an awareness dominated by the ego-self to an awareness that is infused by our soulful-Self, with the ego as faithful assistant to what arises rather than controller, judger and manipulator of what it wants to arise based on its narrow-minded perspective of self-as-separate-from-and-in-competition-with-the-world.  It is what Otto Scharmer refers to as a ‘letting-go to let come’, which is a surrendering process, a self-emptying so that we can be more receptive to what is emerging rather than beholden to our habituated ego-responses.

This subtle yet profound shift in awareness is the root of true leadership and essential for the times we are now in.  The origins of the word leadership find their root in the old European word ‘leith’ which means to cross the threshold, to let go of old ways and embrace the new.

Whilst still inured in our hurry-up-and-get-on-with-it managerial mind we may seek cook-book solutions to our pressing challenges, yet unwittingly applying the very logic to our solutions that created the problems in the first place.  For instance, I am coming across more and more organisations wishing to move toward self-organizing adaptive approaches of operating, yet by seeking to force-fit a holacratic approach through top-down operating models and processes while overlooking the need for a deeper shift in mind-set in terms of how we show up to work. In other words, we provide another mechanistic approach (albeit more inspired by living systems than conventional power-based structures) in our quest for regenerative outcomes.  This is why many organisations are really struggling with top-down approaches to self-organization.   We need to turn this logic inside-out; we need to first work with ourselves as leaders, so that we can start to create the conditions conducive for regenerative living systems to flourish within our teams.

To summarise, the fundamental challenge for today’s leaders is to improve the quality of attention amid increasing tension.  There are myriad case studies, tools, techniques and liberating structures we can apply to do just this.  This is what Future Fit is aimed at dealing directly with, equipping our leaders and our organisations to deeply connect with our humanity in-so-doing enabling us to become fit for our emerging future.

For more on Future Fit visit www.futurefitbook.com .  Giles Hutchins blogs at www.thenatureofbusiness.org

PLEASE SHARE YOUR EXPERIENCES AND VIEWS IN THE COMMENT SECTION BELOW

Previous
Next

NO COMMENTS

LEAVE A REPLY