Three Habits of Mind
In this playful video, Jennifer Garvey Berger and Keith Johnston let you in on three seriously powerful habits of mind that will help you thrive in complexity (from their book, Simple Habits for Complex Times: Powerful Practices for Leaders).
Leadership in a VUCA World
Why is it that some leaders can rise to the challenge of uncertainty and ambiguity? Those that can make sense of the uncertainty to spot opportunities and innovate whilst others, performing well under ‘business as usual’ conditions, cannot adapt to the complexity and ambiguity? How can leaders keep on developing their capacity to thrive and survive under VUCA conditions?
Simple Habits for Complex Times
When faced with complex challenges or uncertain outcomes, many leaders believe that if they are smart enough, work hard enough, or turn to the best management tools, they will be able to find the right answer, predict and plan for the future, and break down tasks to produce controllable results. But what are leaders to do when this isn’t the case? Rather than offering one-size-fits-all tips and tricks drawn from the realm of business as usual, Simple Habits for Complex Times provides three integral practices that enable leaders to navigate the unknown.
Vertical Leadership Development
Part 1: Developing Leaders for a Complex World
Leaders seem to experience cycles in their own work or personal life; at different times making progress, at other times ‘getting stuck’ and then having a breakthrough. This article by Nick Petrie of the Center for Creative Leadership looks at the good news that there is a way for them to keep growing, developing a different mind-set, through something called Vertical Development.
The Different Sense-Making of Leaders
Seven Transformations of Leadership
Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it
Leadership is About Changing Your Mind
It is clear that leaders can develop a greater capacity to cope with complexity and uncertainty, but how can we actually train them to develop the capabilities to do this, similarly to exercising an under-used muscle in our body? ‘Leadership is about changing your mind’ looks at the critical aspects to building the ‘mind gym’, to foster and accelerate this ongoing development of ‘capacity’ in ourselves.
Decision Making in Complex Times
Making Sense of Complexity – an introduction to Cynefin
Jennifer Garvey Berger introduces David Snowden’s ‘Cynefin’ as a useful decision-making framework to think about how to address situations, explaining that leaders may over-rely on their habits, forgetting what sort of approach the situation calls for. Using ‘Cynefin’ helps to distinguish between things that are predictable and unpredictable, helping leaders to assess different approaches for situations which fall into one of the four domains of ‘Complex’, ‘Complicated’, ‘Obvious’ or ‘Chaotic’.
Creating Developmental Organisations
Making Business Personal
What if, instead of hiding their weaknesses, leaders were comfortable acknowledging and learning from them? What if companies made this possible by creating a culture in which people could see their mistakes not as vulnerabilities but as prime opportunities for personal growth? How can trust be created in order to build a ‘deliberately developmental organisation’?
Vertical Leadership Development
Part 2: 30 Experts, 3 Conditions, and 15 Approaches
In Nick Petrie’s first paper Vertical Development Part I, he introduces the “what and why” of vertical development. This second paper in the series explains the key conditions required for vertical development to occur and approaches which can be used to create those conditions.