Neuroleadership – A fad whose time has come?
By Lucille Greeff and Johan Greeff, Treetops Management & Development Consultants
Introduction
The past 25 years of consulting and managing organisation and transformation processes have taught us that a prerequisite for successful change is to assist individuals to willingly change their hearts and minds - easier said than done. This can only be achieved by engaging individuals, creating a sense of security and, in so doing, gaining commitment. At times our successes, frustrations and perceived failures surprised us!
In our leadership programme we focus on aligning the individual leader’s intention with his behaviour, and the importance of the power and skill dynamic (how to use power gracefully). Yet under pressure good intentions and common sense exits the arena.
In our work with teams we focus on emotional intelligence, spiritual intelligence, team dynamics and mutual expectations with varying degrees of success. Our understanding of the above dynamics took a massive leap when we acquainted ourselves with Neuroleadership. It allowed us to better understand what is going on in the so-called hearts and minds of clients and created the connection to the wonderful work of Peter Block Richard Barret and Covey’s “Speed of Trust”.,
With this, an introduction to this great topic “Neuroleadership”. We hope to follow it up in future articles with case studies and practical tips and insights.
History
Neuroleadership is an emerging field within Organisation and Personal Development. At the forefront of this field are people like David Rock who first coined the term “neuroleadership” as well as Dr Al Ringeb, Dr Yiyuan Tang, Jonah Lehrer, Marco Iacoboni, Dr Jeffrey Schwartz and Daniel Siegel.
The first Neuroleadership Summit was held in Italy in 2007. Since then the annual event has grown in stature and the interest it attracts. It has led to the formation of the Neuroleadership Institute which supports education and international research and collaboration within the field. It has also spawned a journal dedicated entirely to it, books, blogs aplenty and a whole new set of coaching practices and workshops.
So what is Neuroleadership?
Neuroleadership is the field of practice that applies neuroscience research findings to the context of Organisation Development and Leadership. According to the Neuroleadership Institute it is a “movement intended to help individuals and organisations of all types fulfil their potential through better understanding how the human brain functions at individual, team and systemic levels.”
Think white lab coat meets power dressing in the Boardroom.
The premise that neuroleadership is built on, is that a greater understanding of the brain and how it works enables us and by implication the teams and organisations within which we work, to function more effectively. The first building block in building this insight is to understand the basics of brain physiology. The second building block is to apply the findings of neuroscience to the everyday world we live and work in. The other building blocks lie in the application of this knowledge on an intra-, interpersonal and systemic level.
Neuroleadership has strong roots within research. In this lies one of its greatest values. It gives managers and OD practitioners the scientific evidence and theory to substantiate practice and theory in fields like change management and team effectiveness. It provides the reason “why” some things work and others don’t. It is a bridge. On the one side of this bridge lies what is kindly referred to as “soft skills” or more bluntly referred to as “fluff” and a “waste of time”. On the other side, we find the hard, factual world of science. It takes “soft skills” into the realm of proven fact and “clinical, hard reality”. It lends credibility to what has instinctually and through trial and error evolved as individual leadership philosophies across industries and organisations.
The potential application of neuroscience in the field of organisation development is a gold mine of possibility that we have only recently started to explore. At the present moment, consensus is that there are four domains within the field of neuroleadership, namely:
•Problem Solving and Decision Making
•Change Management
•Teamwork
•Emotion Regulation
Neuroleadership and Change
The work of Gordon, Lieberman, Eisenberger and others helps us to make sense of change and the challenges of facilitating change in teams. Social neuroscience has shown us that much of our social behaviour is ruled by the principle of minimising threat (“away” response) and maximising reward (“toward” response). At the same time the brain networks that govern these “away” and “toward” responses, are the same brain networks activated by our primary survival needs.
Neuroscience has found that there are five key levers that lead to the human brain activating the “away” or “toward” responses. These levers are summarised in the SCARF model as coined by the author Rock: Status, Certainty, Autonomy, Relatedness and Fairness.
•Status is about relative importance in relation to others, the social hierarchy or perceived “pecking order”.
•Certainty is about the ability to predict the future.
•Autonomy provides a feeling of being in control of events or decisions.
•Relatedness is about belonging and safety in relation to others; a feeling of being among friends.
•Fairness is a perception that there is equality and justice in the exchanges between people.
If one applies the findings of social neuroscience to the domains of the SCARF model, it becomes clear that a threat to your status or autonomy would activate the same circuits in your brain as a threat to your life would. No wonder people are often “up in arms” when the company is restructuring! Scot Peck aptly put it “People don’t fear change, they fear loss”.
As managers we’ve all had to manage change within our teams, business units and organisations. We know how individuals resist change, become emotional when confronted with the need for change and act in counterproductive ways. If we’re completely honest with ourselves, we can admit that the same is true for us too. So how do we counteract that instinctual response to change?
Applying the SCARF model
The neuroleadership perspective enables us to use the five levers to nudge our teams towards the change required if managed well. As a leader, I need to be able to see how my positioning of what is required directly leads to the threat response “away” from the required change, or alternatively leads to the reward response “towards” the desired goal.
How do I do this? Firstly, if I can decrease the extent to which people feel that their standing in the team or organisation is being threatened by the change, I’m halfway there. If I can increase the individual’s relative standing in the team, I’m doing even better.
There are many experiences that could reduce a person’s perception of their status: advice, behaviour correction, giving instructions, even the mere suggestion that a person’s approach to a task is ineffective. These experiences may all lead to that instinctual threat response. Performance discussions and feedback also fall into this category.
If I want to increase a person’s status, creating a reward response in the brain, I can start thinking of promotion, salary increases, opportunities for training and skills development or the simpler things like positive feedback and public acknowledgement.
I can also create the “towards” response by creating certainty. What is the timeframe? What are the steps in the process? How specific can I be about the outcome and how quickly can I move through uncertainty? If people are waiting to hear whether they will be losing their jobs, waiting 1 week is less painful than waiting 2 months. Make the announcement, provide certainty about process and get on with doing it...
We can apply the same type of thinking to the areas of Autonomy, Relatedness and Fairness. How can I reduce the threat created by a lack or decrease in the perception of these elements and how can I increase the reward response by increasing them in turn.
Is neuroleadership just a fad?
This angle on change management may not feel like a big AHA! What does create that AHA response, is knowing that there is scientific proof that explains why these levers are the ones that need to be managed. It creates a sense of control over change and our response to it, providing certainty and autonomy, which in itself promotes the “towards” response. As leaders, we need to maximise the amount of time we spend in this “towards” state as a team. It reduces conflict, increases productivity and enhances the social fabric of the organisation. The SCARF model can also help us build change management strategies and make decisions we feel confident about.
The leadership guru Warren Bennis has been quoted as saying that neuroleadership has potential but that it is “filled with banalities”. He may well have a point. Neuroleadership is a fledgling frame of reference that is still developing in the depth of insight it provides us as leaders. It may feel like a new angle taking us to old, well-known conclusions. It may be science masquerading as explanation to behaviour that is already understood well enough. Yet it also holds the potential of enhancing leadership practice and OD in amazing ways, and that is really exciting!
Neuroleadership is definitely a fad; only time will tell whether it is more than just another OD craze. One thing it for certain though, it is definitely a fad whose time has come!
About the authors:
Lucille Greeff is a Chartered OD Practitioner with the SABPP and a Director at Treetops Consulting specialising in leadership development, change management and employee engagement.
Johan Greeff is an OD Consultant, Psychologist and Executive Coach. He is the Managing Director of Treetops Consultants and a founder member of IODA.
Look out for this article in May's edition of Management Today
Wednesday, April 28, 2010
Monday, March 15, 2010
Men cry bullets: reflections on the internal exile of men in South Africa
by Mike Abrams and Des van Niekerk
Mike and Des facilitate the Heart Economics Workshop for Male Managers with Treetops
The background to our story
Hands on, an associate organisation of Treetops, is a collective of trainers and community workers with a people centered, systemic and experiential approach to supporting individuals and their organizations to attain social justice. As a collective we work inside out through integrating personal and organizational learning to empower people, organizations and communities.
At the heart of our understanding of the context in which we work is a belief that South Africa is a multiply wounded nation carrying the emotional weight of the scarring of individuals, families, cultures and communities by violent forms of colonization and Apartheid. Over generations the physical and psychological brutality of colonization and the racial hatred of the apartheid state were institutionalised in all the structures of South African society. This has created a scarring of the sense of self and a ripping apart of the psychological skin of the community leaving human bonds fragile and dislocated.
As a nation we have spent little time, resources and effort on understanding how the past is impacting on the present levels of violence in our personal relationships with each other. The weight of the past is experienced in breakdown of relationships resulting in epidemics such as domestic violence or xenophobia. We are in complete denial about what the impact and legacy of trauma has on our daily lives. In the focus on creating the new South Africa we have developed total amnesia about the horrific impact of colonialism and racial capitalism on relationships and culture. But it sits hidden in our souls and the very fabric of our daily existence terrorizing us with the actions of rapists, murderers, perpetrators of family violence, in the trend of binge drinking, road rage, taxi conflicts, school violence and murders, deaths at initiation schools and the high rates of interpersonal violence which all prevent our self actualization and development as a nation. Rather than understand the wounds of the past and deal with them effectively, and lacking the emotional vocabulary to express our feelings, we have normalized the abnormal behavior that comes from these scars.
This culture of normalization has been unconsciously internalized as a homicidal impulse that is repeatedly directed towards self and family while creating a high potential for fragmentation and violence. “Shoot to Kill”; “Women need a beating now and again”; “return the death penalty and corporal punishment” ideas that are prevalent in our society and reflect an internalization and normalization of violence. This impulse destroys the cement of relationships through a failure to reflect on and take responsibility for our actions.
The deep wounding of our nation is most clearly seen on a personal level in the behavior of men and on a social level in the dominant masculine identity we are socializing our sons into. We believe that it is the multiple wounds that are woven in to our masculine identity that propel individual men to psychological, physical and institutional violence.
What we have learnt. Men the walking scarred…
"When a person does not or cannot work through a trauma right away, its social consequences, the most frequent of which are apathy, isolation and aggressiveness, are only revealed over time. .. When one has a lot of accumulated pain, one loses the capacity to communicate with others. The ability to communicate, to be flexible and tolerant is enormously reduced among people who have a number of unresolved personal traumas. The characteristics vital to a person’s ability to function adequately become affected. …
The only way they [men] found to express their pain was through violence and aggressiveness, because that’s the only way men have learned to express their emotions and shake off their traumas."
- Living and Surviving In a Multiply Wounded Country. Martha Cabrera
Over the last 10 years we have spent 100’s of hours listening to boys and men of all ages recount their stories and reveal their pain and scarring as individuals. The telling of their stories has faced us with the need for deep introspection and analysis to try and get to the root causes of “why men cry bullets”. It has forced us to make emotional sense of, understand and analyze the trauma men have suffered.
As we have listened to this recounting of history of 3 sometimes 4 generations we have noted that the intent and role for men was to be a co-habiter of the living space, with the ability to create new things, find meaningful ways to provide and protect his family and engage on both an intimate and intelligent level with his partner.
However, the impact of colonization and apartheid has completely destroyed the social and economic relations underlying this view of men. An example of this is the rapid change in the role of the father in the family structure due to expropriation of the land, migrant labor and urbanization. This in turn, has disfigured the form and content of the relationship between father and son /daughter. Fatherhood as a role and cultural identity has gone through a massive reconfiguration as we have moved from fathers being present and responsible in the family to the scourge of absent fathers. A refusal to acknowledge responsibility that characterize at least 64% our families today.
From our observations it seems that the relationship between father and son is a key determinate of how men behave toward themselves, other men and women.
If the relationship between father and son is not a healthy one then the resulting trauma and unprocessed pain seems to become a powerful determinant of the behavior of the son over many years. In fact until such time as the son begins to make sense of what happened and work at healing.
We have come to understand that a hunger for father love makes it difficult for many men to complete their socialization and move beyond childhood. Unresolved father issues seem also to act as a catalyst for further relationship breakdowns and trauma.
The role of a father –whether physically or emotionally or both- seems to drive men’s sense of self and understanding of their role and function in society.
The rapid change and breakdown in the nature of Fatherhood has resulted in firstly, a confusion of identity and roles for many men and secondly, a masculine identity that normalizes the use of psychological and physical violence as a legitimate response to human interaction. The impact of the multiple wounds of our nation is most painfully experienced by children in their relationship with their absent fathers. The absent father epidemic is resulting in a generation of youth being socialized without positive male role models leading to further distortions of masculinity.
As we have struggled with understanding the scarring that is driving our masculine identities into crises we have begun to name some of the scars and wounds:
1. Historical and collective emotional and psychological wounding coming from group [community, culture, race] experience of oppression.
2. Class experience of exploitation creating ever deepening conditions of poverty and barbarism forcing people into a war of survival over resources
3. Disfiguring of cultural beliefs, practices, memory and identities
4. Identity blending of masculinities + violence
5. Internalized oppression - despair, confusion, anger, self hatred woven in the fibre of family leading to self and familial abuse
6. Relational: personal pain from relationships that remain unresolved e.g. father hunger father son; brother-brother
7. Intergenerational passing on the trauma’s and their outcomes to multi generation
For many men the consequences of this culture of normalization of abnormal behavior resulting from multiple wounding have been disastrous leading to an existence where men are always in competition with each other, separated from their families and in a state of aloneness. This internal exile has lead many men to be trapped in repeated and vicious cycles of break down of relationships with no understanding or support to break these cycles.
Cooking up Community: Breaking the cycles of unexpressed pain and repairing the fabric of relationships
"Personal change is key to organizational processes. There can be no social change without personal change, because one is forced to fight every day to achieve that change...
Reconstructing the sense of our national and personal histories is a path to understanding that there is meaning in what we are and what we have lived through despite everything, and this is what allows us to go forward in life. But going forward is only possible if people can find new energy…
We begin to reconstruct both the social fabric and ourselves insofar as we allow ourselves to work through our personal history and open ourselves up to this possibility. So many projects have the stated goal of “reconstructing the social fabric,” but who reconstructs a society’s fabric? People do. So first we have to reconstruct people. This recognition should lead us to analyze the development model we are proposing in our projects. Are they really people-centered projects?"
- Living and Surviving In a Multiply Wounded Country. Martha Cabrera
In trying to answer the question of how we work as development workers in a traumatised nation we have come to understand that the healing of the scars and continuous personal development is a necessary part of the ability of our nation to meet the development challenges we face. Capacity building and Developmental interventions need to have personal healing and growth as a necessary part of their activities. We need to develop the capability to heal and develop individuals, communities and institutions simultaneously and holistically. Reduction in the levels of violence in South Africa will not come about simply because of additional policing, shoot to kill policies or the militarisation of the police force. To reduce violence and begin building peace we will need to heal our men and reconstruct our masculinities. This will courageous leadership prepared to publicly challenge dominant forms of masculinity and lead a process of healing on 3 levels simultaneously:
Individual – personal
Relationships -family, community, work
Institutions of socialisation of men that create gender identity-schools, sports clubs, media need to reflect and create new sense of masculinity
In a small way we have begun this work on individual and relational levels through a focus on the establishment of community based men’s circles to provide men with a safe and inspiring space to understand and change the way they see themselves, their families, and their society. Part of this intervention has been the training facilitators to hold men’s circles. We have also been involved in community healing processes to facilitate rebuilding of individual, family, neighborhood and community relationships and networks.
In our work with young boys and men we have had to develop a range of different approaches and techniques to enable participants to create a space of safety, trust and care to allow for deep introspection. These include:
Active and Experiential learning processes
Wilderness leadership camps
Coaching, training and mentoring individuals and teams
Ritual, drama, story telling, music and visual arts
Straight talking weekly sessions focused on a theme
As we begin to heal and discover new identities as men we will begin to rebuild the social cohesion of our communities and recreate our culture. This will require men to develop and step into safe spaces of acknowledgement, witnessing, inspiration, hope and healing. This provides every man the opportunity to reflect on and repair the tears in his personal make up and actions. Our men’s circles have taught us that key to this process of restoration is the support offered to men to fix it with their fathers, clean up the mess with their families, find new ways to relate to their children and shoulder a new responsibility in their communities.
It is important as men that we come to understand that as a result of our scarring the critical issues we face are to regain an identity of the true self through grieving over damage we have caused, working through guilt and responsibility for this and embracing forgiveness for those who have hurt us. This restoration will restore the capacity to think, embrace life and live again allowing the individual man to claim a new sense of Manhood.
However, we have also learnt that individual healing and restoration while a critical part of the process seems to have limited impact on healing the multiple wounds of our nation. For this to happen we need a far more complex national process that must equip our leaders and managers in all fields of endeavour to understand the notion of multiple woundedness and how we can deal with this. In addition, we need to undertake a thorough national introspection on the nature, form and content of the institutions which create identities and transform them so that the sense of masculinity they create allows men to reach their full potential in human relationships.
Final thoughts
As we prepare for 2010 and showcasing ourselves to the world we must not hide the reality of our wounds and scars behind a façade of the rainbow nation, proudly South African and other marketing ploys which brand our nation. The TRC while an important first step in the process of healing has also been part of this superficial attempt to tidy up the brutality of the past and its psychological damage. It calms the soul but the underlying damage remains and it will resurface as deep patterns of behavior unless we are courageous enough to acknowledge the past damage and begin to heal from the roots of the problem.
Mike and Des facilitate the Heart Economics Workshop for Male Managers with Treetops
The background to our story
Hands on, an associate organisation of Treetops, is a collective of trainers and community workers with a people centered, systemic and experiential approach to supporting individuals and their organizations to attain social justice. As a collective we work inside out through integrating personal and organizational learning to empower people, organizations and communities.
At the heart of our understanding of the context in which we work is a belief that South Africa is a multiply wounded nation carrying the emotional weight of the scarring of individuals, families, cultures and communities by violent forms of colonization and Apartheid. Over generations the physical and psychological brutality of colonization and the racial hatred of the apartheid state were institutionalised in all the structures of South African society. This has created a scarring of the sense of self and a ripping apart of the psychological skin of the community leaving human bonds fragile and dislocated.
As a nation we have spent little time, resources and effort on understanding how the past is impacting on the present levels of violence in our personal relationships with each other. The weight of the past is experienced in breakdown of relationships resulting in epidemics such as domestic violence or xenophobia. We are in complete denial about what the impact and legacy of trauma has on our daily lives. In the focus on creating the new South Africa we have developed total amnesia about the horrific impact of colonialism and racial capitalism on relationships and culture. But it sits hidden in our souls and the very fabric of our daily existence terrorizing us with the actions of rapists, murderers, perpetrators of family violence, in the trend of binge drinking, road rage, taxi conflicts, school violence and murders, deaths at initiation schools and the high rates of interpersonal violence which all prevent our self actualization and development as a nation. Rather than understand the wounds of the past and deal with them effectively, and lacking the emotional vocabulary to express our feelings, we have normalized the abnormal behavior that comes from these scars.
This culture of normalization has been unconsciously internalized as a homicidal impulse that is repeatedly directed towards self and family while creating a high potential for fragmentation and violence. “Shoot to Kill”; “Women need a beating now and again”; “return the death penalty and corporal punishment” ideas that are prevalent in our society and reflect an internalization and normalization of violence. This impulse destroys the cement of relationships through a failure to reflect on and take responsibility for our actions.
The deep wounding of our nation is most clearly seen on a personal level in the behavior of men and on a social level in the dominant masculine identity we are socializing our sons into. We believe that it is the multiple wounds that are woven in to our masculine identity that propel individual men to psychological, physical and institutional violence.
What we have learnt. Men the walking scarred…
"When a person does not or cannot work through a trauma right away, its social consequences, the most frequent of which are apathy, isolation and aggressiveness, are only revealed over time. .. When one has a lot of accumulated pain, one loses the capacity to communicate with others. The ability to communicate, to be flexible and tolerant is enormously reduced among people who have a number of unresolved personal traumas. The characteristics vital to a person’s ability to function adequately become affected. …
The only way they [men] found to express their pain was through violence and aggressiveness, because that’s the only way men have learned to express their emotions and shake off their traumas."
- Living and Surviving In a Multiply Wounded Country. Martha Cabrera
Over the last 10 years we have spent 100’s of hours listening to boys and men of all ages recount their stories and reveal their pain and scarring as individuals. The telling of their stories has faced us with the need for deep introspection and analysis to try and get to the root causes of “why men cry bullets”. It has forced us to make emotional sense of, understand and analyze the trauma men have suffered.
As we have listened to this recounting of history of 3 sometimes 4 generations we have noted that the intent and role for men was to be a co-habiter of the living space, with the ability to create new things, find meaningful ways to provide and protect his family and engage on both an intimate and intelligent level with his partner.
However, the impact of colonization and apartheid has completely destroyed the social and economic relations underlying this view of men. An example of this is the rapid change in the role of the father in the family structure due to expropriation of the land, migrant labor and urbanization. This in turn, has disfigured the form and content of the relationship between father and son /daughter. Fatherhood as a role and cultural identity has gone through a massive reconfiguration as we have moved from fathers being present and responsible in the family to the scourge of absent fathers. A refusal to acknowledge responsibility that characterize at least 64% our families today.
From our observations it seems that the relationship between father and son is a key determinate of how men behave toward themselves, other men and women.
If the relationship between father and son is not a healthy one then the resulting trauma and unprocessed pain seems to become a powerful determinant of the behavior of the son over many years. In fact until such time as the son begins to make sense of what happened and work at healing.
We have come to understand that a hunger for father love makes it difficult for many men to complete their socialization and move beyond childhood. Unresolved father issues seem also to act as a catalyst for further relationship breakdowns and trauma.
The role of a father –whether physically or emotionally or both- seems to drive men’s sense of self and understanding of their role and function in society.
The rapid change and breakdown in the nature of Fatherhood has resulted in firstly, a confusion of identity and roles for many men and secondly, a masculine identity that normalizes the use of psychological and physical violence as a legitimate response to human interaction. The impact of the multiple wounds of our nation is most painfully experienced by children in their relationship with their absent fathers. The absent father epidemic is resulting in a generation of youth being socialized without positive male role models leading to further distortions of masculinity.
As we have struggled with understanding the scarring that is driving our masculine identities into crises we have begun to name some of the scars and wounds:
1. Historical and collective emotional and psychological wounding coming from group [community, culture, race] experience of oppression.
2. Class experience of exploitation creating ever deepening conditions of poverty and barbarism forcing people into a war of survival over resources
3. Disfiguring of cultural beliefs, practices, memory and identities
4. Identity blending of masculinities + violence
5. Internalized oppression - despair, confusion, anger, self hatred woven in the fibre of family leading to self and familial abuse
6. Relational: personal pain from relationships that remain unresolved e.g. father hunger father son; brother-brother
7. Intergenerational passing on the trauma’s and their outcomes to multi generation
For many men the consequences of this culture of normalization of abnormal behavior resulting from multiple wounding have been disastrous leading to an existence where men are always in competition with each other, separated from their families and in a state of aloneness. This internal exile has lead many men to be trapped in repeated and vicious cycles of break down of relationships with no understanding or support to break these cycles.
Cooking up Community: Breaking the cycles of unexpressed pain and repairing the fabric of relationships
"Personal change is key to organizational processes. There can be no social change without personal change, because one is forced to fight every day to achieve that change...
Reconstructing the sense of our national and personal histories is a path to understanding that there is meaning in what we are and what we have lived through despite everything, and this is what allows us to go forward in life. But going forward is only possible if people can find new energy…
We begin to reconstruct both the social fabric and ourselves insofar as we allow ourselves to work through our personal history and open ourselves up to this possibility. So many projects have the stated goal of “reconstructing the social fabric,” but who reconstructs a society’s fabric? People do. So first we have to reconstruct people. This recognition should lead us to analyze the development model we are proposing in our projects. Are they really people-centered projects?"
- Living and Surviving In a Multiply Wounded Country. Martha Cabrera
In trying to answer the question of how we work as development workers in a traumatised nation we have come to understand that the healing of the scars and continuous personal development is a necessary part of the ability of our nation to meet the development challenges we face. Capacity building and Developmental interventions need to have personal healing and growth as a necessary part of their activities. We need to develop the capability to heal and develop individuals, communities and institutions simultaneously and holistically. Reduction in the levels of violence in South Africa will not come about simply because of additional policing, shoot to kill policies or the militarisation of the police force. To reduce violence and begin building peace we will need to heal our men and reconstruct our masculinities. This will courageous leadership prepared to publicly challenge dominant forms of masculinity and lead a process of healing on 3 levels simultaneously:
Individual – personal
Relationships -family, community, work
Institutions of socialisation of men that create gender identity-schools, sports clubs, media need to reflect and create new sense of masculinity
In a small way we have begun this work on individual and relational levels through a focus on the establishment of community based men’s circles to provide men with a safe and inspiring space to understand and change the way they see themselves, their families, and their society. Part of this intervention has been the training facilitators to hold men’s circles. We have also been involved in community healing processes to facilitate rebuilding of individual, family, neighborhood and community relationships and networks.
In our work with young boys and men we have had to develop a range of different approaches and techniques to enable participants to create a space of safety, trust and care to allow for deep introspection. These include:
Active and Experiential learning processes
Wilderness leadership camps
Coaching, training and mentoring individuals and teams
Ritual, drama, story telling, music and visual arts
Straight talking weekly sessions focused on a theme
As we begin to heal and discover new identities as men we will begin to rebuild the social cohesion of our communities and recreate our culture. This will require men to develop and step into safe spaces of acknowledgement, witnessing, inspiration, hope and healing. This provides every man the opportunity to reflect on and repair the tears in his personal make up and actions. Our men’s circles have taught us that key to this process of restoration is the support offered to men to fix it with their fathers, clean up the mess with their families, find new ways to relate to their children and shoulder a new responsibility in their communities.
It is important as men that we come to understand that as a result of our scarring the critical issues we face are to regain an identity of the true self through grieving over damage we have caused, working through guilt and responsibility for this and embracing forgiveness for those who have hurt us. This restoration will restore the capacity to think, embrace life and live again allowing the individual man to claim a new sense of Manhood.
However, we have also learnt that individual healing and restoration while a critical part of the process seems to have limited impact on healing the multiple wounds of our nation. For this to happen we need a far more complex national process that must equip our leaders and managers in all fields of endeavour to understand the notion of multiple woundedness and how we can deal with this. In addition, we need to undertake a thorough national introspection on the nature, form and content of the institutions which create identities and transform them so that the sense of masculinity they create allows men to reach their full potential in human relationships.
Final thoughts
As we prepare for 2010 and showcasing ourselves to the world we must not hide the reality of our wounds and scars behind a façade of the rainbow nation, proudly South African and other marketing ploys which brand our nation. The TRC while an important first step in the process of healing has also been part of this superficial attempt to tidy up the brutality of the past and its psychological damage. It calms the soul but the underlying damage remains and it will resurface as deep patterns of behavior unless we are courageous enough to acknowledge the past damage and begin to heal from the roots of the problem.
Tuesday, March 9, 2010
The Neuroscience of Time Management Workshop
Treetops is hosting an exciting ½ -day workshop translating the latest neuroscientific research into increased productivity and improved time management for professionals.
Workshop Aims
•Increase the ability of the individual to respond appropriately to the demands of a complex-adaptive work environment where being online 24/7 is becoming the norm
•Create a greater understanding of the brain and how it can work for you
•Improve productivity through the practical application of the findings from neuroscientific research and the field of neuroleadership
•Increase the level to which self-determination is practiced in a professional context
•Improve the ability and capacity to prioritise effectively
•Improve the quality of decision making and problem solving in the area of personal application
•Move towards the 5th Generation of Time Management
Who should attend?
•Professionals
•Managers
•Teachers
•Students
Date and Time
Monday 15 March from 08h00 for 08h30 until 12h30
Venue
Treetops, 79/1 Erasmus Avenue, Centurion
Price
R680 Excl VAT per person
Special Promotion: 4 staff members attend for the price of 3
Workshop Facilitator
Lucille Greeff, Organisation and Leadership Shapeshifter, Facilitator and Director
Limited space available. To book now, contact Laura / Premi on 012 666 8093/4 or email info@treetops.co.za
Workshop Aims
•Increase the ability of the individual to respond appropriately to the demands of a complex-adaptive work environment where being online 24/7 is becoming the norm
•Create a greater understanding of the brain and how it can work for you
•Improve productivity through the practical application of the findings from neuroscientific research and the field of neuroleadership
•Increase the level to which self-determination is practiced in a professional context
•Improve the ability and capacity to prioritise effectively
•Improve the quality of decision making and problem solving in the area of personal application
•Move towards the 5th Generation of Time Management
Who should attend?
•Professionals
•Managers
•Teachers
•Students
Date and Time
Monday 15 March from 08h00 for 08h30 until 12h30
Venue
Treetops, 79/1 Erasmus Avenue, Centurion
Price
R680 Excl VAT per person
Special Promotion: 4 staff members attend for the price of 3
Workshop Facilitator
Lucille Greeff, Organisation and Leadership Shapeshifter, Facilitator and Director
Limited space available. To book now, contact Laura / Premi on 012 666 8093/4 or email info@treetops.co.za
Monday, February 15, 2010
Increasing Trust, decreasing fear
“It's no longer enough for employees to simply "embrace" change: continuous improvement must become a way of doing business, where people actively seek improvements and where systems and processes support and drive initiative. Trust is the key. The work environment must be such that people work without fear, within a culture that encourages pride in both personal and organisational accomplishments”. - Erwin Johnson
Trust, a word used frequently amongst people, but so difficult to obtain and maintain, especially due to the demands of the modern world. Dr. D. Tway believes that trust is made up of three interacting components. The capacity for trusting, which refers to your total life experiences and existence, that encourages your capacity and willingness to risk trusting others. The perception of competence refers to your perception, of your ability and others ability with whom you work, to perform competently and produce effective results. The perception of intentions refers to your perception that the actions, motivation, words, direction and decisions are communicated and motivated by mutually-serving rather than self-serving motives. Trust forms the foundation for effective communication, employee motivation and the overall effort that people will plow into their work. When trust is evident within an organisation or relationship, people are inclined to invest more of themselves to achieve greater results.
The critical question thus remains, “does trust exist in your organisation and how important is it?” In many instances, the extent of trust in an organisation is determined by the trust promoted by managers. Management needs employees to feel that they are valued, trusted and have them believe that the company is acting with integrity in their best interest. When this exists within an organisation, it encourages trust not only amongst managers and employees, but amongst team members on different levels as well. It reduces fear and encourages employees to take initiative and be honest and open when communicating. Research has shown that in an environment where employees feel that a friendship has been established with colleagues, it enhances the voluntary input of employees, resulting in increasing productivity.
There are many factors that contribute to the lack and loss of trust within a team, but the past economic crisis has been one of the major contributors. Retrenchments and layoffs can cause a lot of mistrust in any team. When individuals feel threatened, this will often lead to them producing just enough to keep their jobs and they will tend not to share their knowledge or take initiative in fear of risking their employment. With the above in mind, it is important to ask, “How effective are organisations really and how can managers reduce fear and increase trust, especially during these hard economic times?”
It has been found that the most successful organisations use the following five practical ways to foster trust within their working environment:
1.Establish and maintain integrity. It is the foundation of trust in any organisation. Integrity must begin at the top and then move down. This means, among other things, keeping promises and always telling the truth, no matter how difficult it might be. If its leaders and people have integrity, an organisation can be believed and trusted.
2.Communicate vision and values. Communication is important, since it provides the artery for information and truth. By communicating the organisation's vision, management defines where it's going. By communicating its values, the methods for getting there are established.
3.Consider all employees as equal partners. Trust is established when even the newest rookie, a part-timer, or the lowest paid employee feels important and part of the team. This begins with management not being aloof, as well as getting out and meeting the troops. This should be followed by leaders seeking opinions and ideas (and giving credit for them), knowing the names of employees and their families and treating one and all with genuine respect.
4.Focus on shared, rather than personal goals. When employees feel everyone is pulling together to accomplish a shared vision, rather than a series of personal agendas, trust results. This is the essence of teamwork. When a team really works, the players trust one another.
5.Do what's right, regardless of personal risk. We all know intuitively what's "right" in nearly every situation. Following this instinctive sense, and ignoring any personal consequences will nearly always create respect from those around us. From this respect trust will come.
Trust, a word used frequently amongst people, but so difficult to obtain and maintain, especially due to the demands of the modern world. Dr. D. Tway believes that trust is made up of three interacting components. The capacity for trusting, which refers to your total life experiences and existence, that encourages your capacity and willingness to risk trusting others. The perception of competence refers to your perception, of your ability and others ability with whom you work, to perform competently and produce effective results. The perception of intentions refers to your perception that the actions, motivation, words, direction and decisions are communicated and motivated by mutually-serving rather than self-serving motives. Trust forms the foundation for effective communication, employee motivation and the overall effort that people will plow into their work. When trust is evident within an organisation or relationship, people are inclined to invest more of themselves to achieve greater results.
The critical question thus remains, “does trust exist in your organisation and how important is it?” In many instances, the extent of trust in an organisation is determined by the trust promoted by managers. Management needs employees to feel that they are valued, trusted and have them believe that the company is acting with integrity in their best interest. When this exists within an organisation, it encourages trust not only amongst managers and employees, but amongst team members on different levels as well. It reduces fear and encourages employees to take initiative and be honest and open when communicating. Research has shown that in an environment where employees feel that a friendship has been established with colleagues, it enhances the voluntary input of employees, resulting in increasing productivity.
There are many factors that contribute to the lack and loss of trust within a team, but the past economic crisis has been one of the major contributors. Retrenchments and layoffs can cause a lot of mistrust in any team. When individuals feel threatened, this will often lead to them producing just enough to keep their jobs and they will tend not to share their knowledge or take initiative in fear of risking their employment. With the above in mind, it is important to ask, “How effective are organisations really and how can managers reduce fear and increase trust, especially during these hard economic times?”
It has been found that the most successful organisations use the following five practical ways to foster trust within their working environment:
1.Establish and maintain integrity. It is the foundation of trust in any organisation. Integrity must begin at the top and then move down. This means, among other things, keeping promises and always telling the truth, no matter how difficult it might be. If its leaders and people have integrity, an organisation can be believed and trusted.
2.Communicate vision and values. Communication is important, since it provides the artery for information and truth. By communicating the organisation's vision, management defines where it's going. By communicating its values, the methods for getting there are established.
3.Consider all employees as equal partners. Trust is established when even the newest rookie, a part-timer, or the lowest paid employee feels important and part of the team. This begins with management not being aloof, as well as getting out and meeting the troops. This should be followed by leaders seeking opinions and ideas (and giving credit for them), knowing the names of employees and their families and treating one and all with genuine respect.
4.Focus on shared, rather than personal goals. When employees feel everyone is pulling together to accomplish a shared vision, rather than a series of personal agendas, trust results. This is the essence of teamwork. When a team really works, the players trust one another.
5.Do what's right, regardless of personal risk. We all know intuitively what's "right" in nearly every situation. Following this instinctive sense, and ignoring any personal consequences will nearly always create respect from those around us. From this respect trust will come.
Tuesday, February 2, 2010
Energised or at the edge of burnout and exhaustion?
Due to the demands of the modern business world, greater emphasis is being placed on our ability to mobilise the energies of the body, heart, mind and spirit as a practical tool to maximise our inherent potential and reach greater heights. This requires new insights and skills that up-end conventional thinking about how to increase energy and attentiveness in the face of ever-rising pressure and global competitiveness within organisations. Without energy, performance is merely a latent possibility. According to Peter Drucker, personal energy is a crucial enabler for effectiveness in any role and for all employees. We therefore require the ability to raise our own energy levels as well as an ability to raise and orchestrate the energies of others in order to make an impact within our teams and organisations.
Energy as “spirit at work” and spirituality within the workplace are often used interchangeably in the literature around this topic. The term “spirit” as energy force at work, relates to the extent to which employees are driving towards results. During peak performance, there is no waste of motion, emotion or energy. There is only knowledge, focus and the individual experience of being “in flow” which then implies a higher level of awareness and job satisfaction. Given the demands of the work environment, we need to know how to draw on extra energies – not just exceptional physical stamina, but untapped reserves of imagination, passion, determination, farsightedness, problem solving and more.
We must become creative change agents by cultivating the energies within and around us to make a positive difference in our world whether in our personal lives or in our careers. This implies having a choice and choosing what is best for us.
Practical ideas to raise your own personal energy:
1. Connected Breathing
One of the simplest ways to improve your energy levels is by breathing properly. Our breathing is often too shallow due to too much stress and not feeling in control. To breathe deeply, you need to breathe into your abdomen, so that your stomach moves forward. Do this regularly for 10 minutes at a time by simply taking at least 10 conscious and very deep breaths. According to Anthony Robbins, you should deeply inhale for 7 seconds, hold your breath for 21 seconds and exhale slowly for 14 seconds. This can significantly raise your energy-level.
2. Eating habits
Food is fuel to our bodies and healthy eating habits will raise your energy. Eat well balanced meals at regular intervals (do not skip a meal). Remember: your body often has to use more energy to burn off fats and sugar and therefore unfortunately depletes its own valuable energy resources. Use your common sense in planning your meals and see what it does to your energy levels.
3. Aerobic Exercise
Aerobic means "with oxygen" and refers to exercising with higher oxygen consumption by the body. This could be walking, running, cycling or swimming. Experiment with this and see what you like to do and what is easy to maintain. Exercise at least 3 times a week as this will boost your energy level and your body fitness.
4. Sleeping
Getting sound sleep is an important enabler for energy throughout the day. You should sleep between 5 and 8 hours per night (this varies from person to person). You should monitor your sleeping habits and ensure that you go to bed and get up at the same time every day. This will ensure that you develop a good sleep-rhythm which will help to restore your energy levels.
5. Mental Energy: Thoughts and Emotions
Thoughts are energy-consuming. You need to become a master of your own thoughts and not invest in negative thinking or emotions. Become aware of your thinking and direct your mental focus to something empowering. Set goals for yourself and have a personal vision.
Things to remember in raising your team’s energy:
(adapted from: The Energy Bus by Jon Gordon)
1. Get your focus right
Do not allow people to complain unless they also offer solutions. It will most certainly make a difference in your office atmosphere, and it will lead to new ideas, innovations and success.
2. Practice positive leadership.
Remain purposeful in the face of adversity. Celebrate small victories and remember that it is people who drive numbers.
3. Keep those channels open
Uncertainty leads to stress which in turn depletes energy. Remember that people tend to act according to what they assume. It is therefore important to ensure that your communication remains clear and positive so as not to cause confusion.
Energy as “spirit at work” and spirituality within the workplace are often used interchangeably in the literature around this topic. The term “spirit” as energy force at work, relates to the extent to which employees are driving towards results. During peak performance, there is no waste of motion, emotion or energy. There is only knowledge, focus and the individual experience of being “in flow” which then implies a higher level of awareness and job satisfaction. Given the demands of the work environment, we need to know how to draw on extra energies – not just exceptional physical stamina, but untapped reserves of imagination, passion, determination, farsightedness, problem solving and more.
We must become creative change agents by cultivating the energies within and around us to make a positive difference in our world whether in our personal lives or in our careers. This implies having a choice and choosing what is best for us.
Practical ideas to raise your own personal energy:
1. Connected Breathing
One of the simplest ways to improve your energy levels is by breathing properly. Our breathing is often too shallow due to too much stress and not feeling in control. To breathe deeply, you need to breathe into your abdomen, so that your stomach moves forward. Do this regularly for 10 minutes at a time by simply taking at least 10 conscious and very deep breaths. According to Anthony Robbins, you should deeply inhale for 7 seconds, hold your breath for 21 seconds and exhale slowly for 14 seconds. This can significantly raise your energy-level.
2. Eating habits
Food is fuel to our bodies and healthy eating habits will raise your energy. Eat well balanced meals at regular intervals (do not skip a meal). Remember: your body often has to use more energy to burn off fats and sugar and therefore unfortunately depletes its own valuable energy resources. Use your common sense in planning your meals and see what it does to your energy levels.
3. Aerobic Exercise
Aerobic means "with oxygen" and refers to exercising with higher oxygen consumption by the body. This could be walking, running, cycling or swimming. Experiment with this and see what you like to do and what is easy to maintain. Exercise at least 3 times a week as this will boost your energy level and your body fitness.
4. Sleeping
Getting sound sleep is an important enabler for energy throughout the day. You should sleep between 5 and 8 hours per night (this varies from person to person). You should monitor your sleeping habits and ensure that you go to bed and get up at the same time every day. This will ensure that you develop a good sleep-rhythm which will help to restore your energy levels.
5. Mental Energy: Thoughts and Emotions
Thoughts are energy-consuming. You need to become a master of your own thoughts and not invest in negative thinking or emotions. Become aware of your thinking and direct your mental focus to something empowering. Set goals for yourself and have a personal vision.
Things to remember in raising your team’s energy:
(adapted from: The Energy Bus by Jon Gordon)
1. Get your focus right
Do not allow people to complain unless they also offer solutions. It will most certainly make a difference in your office atmosphere, and it will lead to new ideas, innovations and success.
2. Practice positive leadership.
Remain purposeful in the face of adversity. Celebrate small victories and remember that it is people who drive numbers.
3. Keep those channels open
Uncertainty leads to stress which in turn depletes energy. Remember that people tend to act according to what they assume. It is therefore important to ensure that your communication remains clear and positive so as not to cause confusion.
Monday, January 18, 2010
Leadership Challenges for the 21st Century
"The way in which we are managing our people is still destroying them" - Ed Deming
Constant change is a reality of our daily lives. Everything is evolving and reinventing itself. Yet our collective paradigm on management and the role of managers in organisations, is something that has not yet done the same. The same paradigm of command and control is alive and well within the vast majority of companies today.
Ask any manager to define his job, and chances are that you will get variations on the theme “Plan, Organise, Lead, Control” as originally postulated by Fayol in the early 20th Century. Fayol and Taylor revolutionised the productivity of teams and companies and established the role of managers as we know it today, but let’s face it, that was 100 years ago.
The Management 1.0 paradigm of Fayol, Taylor and others has led to an either/or reference frame which has been woven into the systemic fibre of most organisations. This creates a set of false alternatives, boiling down to the apparent choice between control and chaos.
What happens if we shift away from this dichotomy and rather view control and chaos in any organisations as being in creative tension? More importantly, why would one want to do this?
Consider for a moment the conditions for innovation and creative thinking. Make a list of what enables you to tap into your own creative ideas and thoughts. Make another list with the key characteristics describing the culture of your team or organisation. The more we control, the less room there is for creativity and innovation. In a changing world, the difference between organisations that grow and thrive and those that whither and move towards irrelevance, is their ability to keep up with the change and stay ahead of the competitive curve.
Gary Hamel, author of “The Future of Management” postulates that management innovation is the key distinguishing factor that will enable success in the 21st Century. Management innovation differs from operational-, product-, service- and strategic innovation. It requires us to rethink the way in which we structure and manage interrelationships in our organisations. This goes beyond superficial ideas of inverting the hierarchical paradigm without really changing anything. It requires systemic changes in power relationships, remuneration practices and reward, decision making, the job of setting direction and much more.
Consider your own organisation. If you could start from a blank slate and create a team or company in which the balance between equality and power, efficiency and innovation, autonomy and interdependence as well as fairness and reward were in creative tension with each other, enabling both profit AND the passion of staff, how would this business look?
Practical Exercises:
1. Draw up a list of factors that enable you to access your creative genius. How can you create these conditions for others in your team as well as for yourself?
2. Put 2 hours in your diary next week for doing nothing while at work. Make this non-negotiable. Use these 2 hours to think about a problem you’re experiencing. Notice where you’re at after these 2 hours. Remember that this is not a time of doing, but of “slack”
3. Reflect on your own “paradigm” of what management is and isn’t. Is it relevant to the 21st Century? How much has it really changed since the first day you became a manager?
4. Identify the courageous change your team is hungry for. Start the conversation on what needs to change on a systemic level to enable this. Be patient within the conversation and remember that as a leader your role is to convene with questions, rather than answers in mind.
Constant change is a reality of our daily lives. Everything is evolving and reinventing itself. Yet our collective paradigm on management and the role of managers in organisations, is something that has not yet done the same. The same paradigm of command and control is alive and well within the vast majority of companies today.
Ask any manager to define his job, and chances are that you will get variations on the theme “Plan, Organise, Lead, Control” as originally postulated by Fayol in the early 20th Century. Fayol and Taylor revolutionised the productivity of teams and companies and established the role of managers as we know it today, but let’s face it, that was 100 years ago.
The Management 1.0 paradigm of Fayol, Taylor and others has led to an either/or reference frame which has been woven into the systemic fibre of most organisations. This creates a set of false alternatives, boiling down to the apparent choice between control and chaos.
What happens if we shift away from this dichotomy and rather view control and chaos in any organisations as being in creative tension? More importantly, why would one want to do this?
Consider for a moment the conditions for innovation and creative thinking. Make a list of what enables you to tap into your own creative ideas and thoughts. Make another list with the key characteristics describing the culture of your team or organisation. The more we control, the less room there is for creativity and innovation. In a changing world, the difference between organisations that grow and thrive and those that whither and move towards irrelevance, is their ability to keep up with the change and stay ahead of the competitive curve.
Gary Hamel, author of “The Future of Management” postulates that management innovation is the key distinguishing factor that will enable success in the 21st Century. Management innovation differs from operational-, product-, service- and strategic innovation. It requires us to rethink the way in which we structure and manage interrelationships in our organisations. This goes beyond superficial ideas of inverting the hierarchical paradigm without really changing anything. It requires systemic changes in power relationships, remuneration practices and reward, decision making, the job of setting direction and much more.
Consider your own organisation. If you could start from a blank slate and create a team or company in which the balance between equality and power, efficiency and innovation, autonomy and interdependence as well as fairness and reward were in creative tension with each other, enabling both profit AND the passion of staff, how would this business look?
Practical Exercises:
1. Draw up a list of factors that enable you to access your creative genius. How can you create these conditions for others in your team as well as for yourself?
2. Put 2 hours in your diary next week for doing nothing while at work. Make this non-negotiable. Use these 2 hours to think about a problem you’re experiencing. Notice where you’re at after these 2 hours. Remember that this is not a time of doing, but of “slack”
3. Reflect on your own “paradigm” of what management is and isn’t. Is it relevant to the 21st Century? How much has it really changed since the first day you became a manager?
4. Identify the courageous change your team is hungry for. Start the conversation on what needs to change on a systemic level to enable this. Be patient within the conversation and remember that as a leader your role is to convene with questions, rather than answers in mind.
Treetops Public Programmes 2010
Please take note of the following dates for Public Programmes in Gauteng during the first six months of 2010:
Personal Mastery
Getting in touch with your truths and challenges. Harnessing your personal power on an intra- and interpersonal level.
2 days: 11 – 12 February 2010
5th Generation Time Management
A neuroleadership approach to being more productive and effective at work and in life. A revolutionary approach to getting more done through a greater understanding of the human brain.
1 day: 19 May 2010
Transformational Leadership
Stepping up to the future challenges of dealing with not only change in organisations, but also transforming the hearts and minds of people is critical to your future success as a leader. Learn how to release the creative spirit in teams and individuals through inspired leadership
3 days: 5 – 7 May 2010
Management 2.0
The 20th century management paradigm of command and control is outdated given the challenges of today. Explore how management needs to reinvent itself and organisations on a systemic level to enable it to face the future.
3 days: 11 – 13 August 2010
Booking Special:
Pay 1/3 of the price for the 3rd person to book from your company and 1/4 of the price for the 4th person to book from your company
For more information or to book, contact Premi Pillay on +27 12 666 8093 or visit www.treetops.co.za.
Personal Mastery
Getting in touch with your truths and challenges. Harnessing your personal power on an intra- and interpersonal level.
2 days: 11 – 12 February 2010
5th Generation Time Management
A neuroleadership approach to being more productive and effective at work and in life. A revolutionary approach to getting more done through a greater understanding of the human brain.
1 day: 19 May 2010
Transformational Leadership
Stepping up to the future challenges of dealing with not only change in organisations, but also transforming the hearts and minds of people is critical to your future success as a leader. Learn how to release the creative spirit in teams and individuals through inspired leadership
3 days: 5 – 7 May 2010
Management 2.0
The 20th century management paradigm of command and control is outdated given the challenges of today. Explore how management needs to reinvent itself and organisations on a systemic level to enable it to face the future.
3 days: 11 – 13 August 2010
Booking Special:
Pay 1/3 of the price for the 3rd person to book from your company and 1/4 of the price for the 4th person to book from your company
For more information or to book, contact Premi Pillay on +27 12 666 8093 or visit www.treetops.co.za.
Wednesday, January 13, 2010
Welcome to the Treetops Leadership Blog
Welcome to the new Treetops Leadership Blog. This blog is aimed at supporting you in your journey as a leader.
The aim with our postings will be to challenge your thinking and provide and share insights about leadership-, personal- and organisation development. We will also provide practical exercises and development ideas with each post for you to implement in your team and organisation.
We welcome your questions and inputs.
Management in the 21st century is confronting us with a new set of challenges. To turn these challenges into opportunities and create sustainable, innovative and inspired organisations will require us to move beyond the Management 1.0 paradigm of hierarchies, command and control.
What lies beyond this paradigm? Let's explore it collectively.
The aim with our postings will be to challenge your thinking and provide and share insights about leadership-, personal- and organisation development. We will also provide practical exercises and development ideas with each post for you to implement in your team and organisation.
We welcome your questions and inputs.
Management in the 21st century is confronting us with a new set of challenges. To turn these challenges into opportunities and create sustainable, innovative and inspired organisations will require us to move beyond the Management 1.0 paradigm of hierarchies, command and control.
What lies beyond this paradigm? Let's explore it collectively.
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