Leadership

Turbulence and a leader’s capacity to address wicked problems is the basis for assessing leadership effectiveness.

The last few years have given leaders ample opportunity to show wise leadership. The results have not been so good. Reading the world, accurately defining the nature of the problem, and greater self-knowledge have been identified as key elements of leading organizations during turbulent times.

It would seem that turbulence is the new normal so a different approach to leading is on order.

We believe that Adaptive Leadership offers a leader the dual value of developing the self-knowledge to lead effectively and the capacity to execute when confronting adaptive challenges. Adaptive Leadership as developed by Ron Heifetz and Marty Linsky at Harvard, offers accessible frameworks for taking action but also puts a premium on developing great self-awareness.

Experience has taught us that leaders matter a great deal. Leaders locate the vision, layout the strategy,  they address the culture, processes, and structures that enable innovation and productivity to occur. A leader’s capacity to impact is such that any improvement in self-awareness, emotional intelligence, thinking capacity and competency will have a real impact on the organization’s results. The better the leader is at leading, the better the organization will be at executing strategy and being productive.

There are massive resources and writing on leaders, leadership and leading. Some of it is very useful. We favor Adaptive Leadership because we have experienced it as the most useful framework for making progress on the hard challenges leaders and their organizations face today and will continue to face in the age of globalization.