We’ve been talking a lot lately about what key capacities leaders might need to lead well during these VUCA times. We don’t want to create a whole lot of new competency tables, but we are wondering about the particular moves Complex Adaptive Leaders (call them CAL) need to be able to make if they are to lead themselves and others into the unknown.
Research and publish the best content.
Get Started for FREE
Sign up with Facebook Sign up with X
I don't have a Facebook or a X account
Already have an account: Login
Adaptive Leadership and Cultures
1.3K views |
+0 today
 Your new post is loading...
Your new post is loading...
Scoop.it!
How is it that busy people can make significant changes? Is it possible that leaders can actually get too busy to develop?
Andrew Gerkens's insight:
The opportunities for 'slowing down to speed up', with recognition of the practical barriers that prevent us from doing so. 
|
Scoop.it!
You’ll rarely meet a CEO or top executive suggesting, “What we need to do is slow down.” This counter-intuitive guidance in a world seemingly spinning faster-and-faster flies in the face of conventional thinking and practice, yet in matters of strategy, slowing down to move faster, is often the recipe for success.
Andrew Gerkens's insight:
I'm interested in practical ways for slowing down to speed up, individually and collectively. How do we make time and space to get on the balcony. This article looks at it from a strategy perspective and questions some of our tried and true approaches.
'It’s easy for all of us to become drunk on the adrenaline rush from the need to move faster. However, for many key issues, speed kills'.
Scoop.it!
What does it mean to get underneath the stories we’re telling ourselves?
Andrew Gerkens's curator insight,
August 3, 2017 2:42 AM
Love the examples in this that explain Object versus Subject. Another useful resource to help people understand the Balcony and Dance Floor and develop the skills to move freely between them both. |
Some practical examples and guidance for learning from the balcony and the dance floor. This skillset is part of helping build capacity (i.e. vertical development) and offers me a new term - Complex Adaptive Leaders (CAL).
CAL capacity 2 - Courage to take sensible risks and to lead others to do so is available here -
https://www.linkedin.com/pulse/cal-capacity-2-courage-take-sensible-risks-lead-do-so-garvey-berger/