Knowledge sharing for change agents & leaders
The Leadership Impact of Uncertainty
One of the key findings in our research over the years has been that leaders who take an active role in understanding the nature of their responses to transitions tend to feel as though they can manage their experiences. Where as leaders who allow themselves to be consumed by transition experiences tend to have a tougher time, which can also have severe implications for the people around them.
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The Impact of Transitions, Ambiguity and Complexity
Transitions are challenging for everyone with a part to play in the world of work, particularly leaders. For organisations, teams and individuals, it is like being in a theatre where the scenery is always being shifted. This is the nature of the stage on which we are all expected to perform. Organisations are repeatedly, if not constantly, in transition. Re-organisations, turn-rounds, start-ups, leaders seeking to implement strategies, re-engineer processes and carry through improvement programmes to secure competitive advantage.
Loosening the Self View
Preferred ways of functioning in organisations have historically driven performance through the power of the individual. This is reflected in designing hierarchies, creating silos, encouraging individual performance practices that reward ego biased recipes for success. In our consultancy work we are finding that leaders are discovering that these ways of operating are creating paralysis and disconnection within their organisations. In the process of supporting them in working with their challenges, we are seeing a new way of leading emerging. A practice that focuses on building and developing co-evolving relationships that generate interconnected eco-systems.
Leading Through Transitions
We have found that there is not enough knowledge and understanding about the dynamics of transition processes, how they impact the performance of individuals, teams and organisations and how work with them. As a result, leaders are overwhelmed by the complexity and ambiguity of the transitions, without an understanding of how they are consciously and unconsciously derailing their own change agendas.