This month's article is by 2130 Partners' Associate Amy Carver. We are excited to have her articulate more about our leadership philosophy.
To read more about Amy click http://www.2130partners.com/amycarver.html
NOTE: Modeling or leading this element from a "rules" basis may be harmful to an environment of high productivity and/or high performing relationships.
To read more about Amy click http://www.2130partners.com/amycarver.html
UNLEASHING THE LEADERSHIP SPIRIT
By Amy Carver
MYTH: "There are few real leaders."
FACT: When "real leadership" is at play then able leaders are naturally evolving at every point in the enterprise. Leader is an honorable role. Leadership is more the spirit of "being" accountable for a shared vision.
There are, of course, designated leaders in most organizations. However, leadership can arise at any point in an enterprise designed for cultivating increased "Capacities, Competencies and Commitments" across all sectors and disciplines of that organization. It may be that leadership is as simple as connecting a committed vision to the need right in front of one, and making it payoff.
"I propose that the real job of leadership is to forward and fulfill the shared vision in every conversation."
- A. Carver
A powerful framework for leadership includes several key elements, I offer a few here. First there must be a "Shared Vision" of the future, (where we are going and why). Organizations no longer exist merely as sources of financial opportunities for their stakeholders. Surveys show that workplace environments are where most individuals seek their own sense of meaning/purpose, contribution and value. They intend to grow individually and professionally in that environment. Unleashing of the Leadership Spirit begins at this point...connecting the heart, (passion), and the head. Savvy enterprises that are responding to meet this need and expectation report increased retention, innovation and productivity. When a stakeholder has clarity on where the enterprise is going, and can see their own growth and success resulting in achieving that vision, then the second key element is possible, i.e. "Alignment."
Alignment is the focused individual and collective strength toward the common goal. Leadership is charged with sustaining that alignment at every point of productivity. Since stakeholders work within specifically focused areas the perception of approaches, solutions, or even the issues, are varied. Leadership responds with embracing differences and focusing interactions toward the shared outcome, knowing that each person's contribution is valid and valuable. Since everyone has a committed stake, (leadership brings clarity to this point), then concessions and collaborations become more routine. This fosters the third key element, "Shared Values and Operating Principles."
"Leadership is the wise use of power. Power is the capacity to translate intention, (vision), into reality and sustain it."
- Warren Bennis
Shared Values and Operating Principles are the difference, very practically, between forward progress, (integration), and sandboxing, (isolation). Fostering trust, authenticity, and intelligent risk-taking is necessary for increasing capacities, competencies and transforming issues into opportunities and unhealthy conflict into predictable collaboration. This is where the rubber meets the road every day.
By Amy Carver
MYTH: "There are few real leaders."
FACT: When "real leadership" is at play then able leaders are naturally evolving at every point in the enterprise. Leader is an honorable role. Leadership is more the spirit of "being" accountable for a shared vision.
There are, of course, designated leaders in most organizations. However, leadership can arise at any point in an enterprise designed for cultivating increased "Capacities, Competencies and Commitments" across all sectors and disciplines of that organization. It may be that leadership is as simple as connecting a committed vision to the need right in front of one, and making it payoff.
"I propose that the real job of leadership is to forward and fulfill the shared vision in every conversation."
- A. Carver
A powerful framework for leadership includes several key elements, I offer a few here. First there must be a "Shared Vision" of the future, (where we are going and why). Organizations no longer exist merely as sources of financial opportunities for their stakeholders. Surveys show that workplace environments are where most individuals seek their own sense of meaning/purpose, contribution and value. They intend to grow individually and professionally in that environment. Unleashing of the Leadership Spirit begins at this point...connecting the heart, (passion), and the head. Savvy enterprises that are responding to meet this need and expectation report increased retention, innovation and productivity. When a stakeholder has clarity on where the enterprise is going, and can see their own growth and success resulting in achieving that vision, then the second key element is possible, i.e. "Alignment."
Alignment is the focused individual and collective strength toward the common goal. Leadership is charged with sustaining that alignment at every point of productivity. Since stakeholders work within specifically focused areas the perception of approaches, solutions, or even the issues, are varied. Leadership responds with embracing differences and focusing interactions toward the shared outcome, knowing that each person's contribution is valid and valuable. Since everyone has a committed stake, (leadership brings clarity to this point), then concessions and collaborations become more routine. This fosters the third key element, "Shared Values and Operating Principles."
"Leadership is the wise use of power. Power is the capacity to translate intention, (vision), into reality and sustain it."
- Warren Bennis
Shared Values and Operating Principles are the difference, very practically, between forward progress, (integration), and sandboxing, (isolation). Fostering trust, authenticity, and intelligent risk-taking is necessary for increasing capacities, competencies and transforming issues into opportunities and unhealthy conflict into predictable collaboration. This is where the rubber meets the road every day.
NOTE: Modeling or leading this element from a "rules" basis may be harmful to an environment of high productivity and/or high performing relationships.
Embracing Reality is the next essential element for leadership. Having a powerful relationship with reality is critical for any progress. Providing access and focus for planning, measuring, change readiness and innovation provokes new possibilities and commitments. This is achieved most successfully through cultivation of "best practices" and shared knowledge within multiple workgroups to proactively impact direction, resources and results.
"Vision without action is merely a dream; Action without vision is just passing the time; Vision with action can change the world."
- Joel Arthur Barker
"Vision without action is merely a dream; Action without vision is just passing the time; Vision with action can change the world."
- Joel Arthur Barker
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