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Synchronicity The Inner Path Of Leadership

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1. Synchronicity - The Inner Patch of Leadership Author: Joseph Jaworski Renny Curvers Cochin, 8 November 2007 Bangalore, 18 April 2009 2. Contents 1. Problem with…
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  • 1. Synchronicity - The Inner Patch of Leadership Author: Joseph Jaworski Renny Curvers Cochin, 8 November 2007 Bangalore, 18 April 2009
  • 2. Contents 1. Problem with current leadership 2. The moment of swing 3. Dialogue: the power of collective thinking 4. Lessons: encountering the traps 5. The power of commitment 6. The gift 7. Principle of economy of means
  • 3. 1. Problems with current leadership The trouble with most leaders is their lack of: 2. Self-knowledge 3. Appreciation for the nature of leadership 4. Focus on concepts that separates, rather than concepts that express our interconnectedness 5. Attention to values, forgetting to ask ‘why’ and ‘what for’ 6. Know-how to make changes, to create a team to make something different happen 7. Appreciation of the relevance of stakeholders; of the implications of pluralism; and of the fact that nobody is in charge, and therefore each leader is partly in charge of the situation as a whole 8. Awareness of the context or the external environment of whatever it is the leaders are responsible for.
  • 4. 2. The moment of swing When gathering a team that works well together, they need the moment of swing, which is based on three principles: Truth, Trust and Passion During the gathering process a single larger conversation starts to unfold where the people gathered together seem to operate as with one mind.
  • 5. 3. Dialogue: the power of collective thinking • Coordinated action • Coherent movement of thought • Dialogue does not require people to agree with each other nor to have consensus of anything • Participation in a pool of shared meaning that leads to aligned action • Out of this new shared meaning, people will take coordinated and effective action • In dialogue the whole shows up and is manifested later when the individuals take action.
  • 6. 4. Lessons: encountering the traps (1 of 4) Where you stumble, there your treasure lies – Joseph Campbell The traps of: 4.1 Responsibility 4.2 Dependency 4.3 Over-activity.
  • 7. 4. Lessons: encountering the traps (2 of 4) 4.1 Responsibility • The trap of responsibility – learning to distinguish between concern and obsessive worry
  • 8. 4. Lessons: encountering the traps (3 of 4) 4.2 Dependency • The trap of dependency – focus on the result • When we are in the process of creating something, we must move to what needs to be done having flexibility of mind • Do not be attached to how things should be done but focus on what to create.
  • 9. 4. Lessons: encountering the traps (4 of 4) 4.3 Over-activity The trap of over-activity can manifest most painfully in having people in who are not aligned with the dream, resulting in deep incoherence in the organization.
  • 10. 5. The power of commitment 1st aspect: • Commitment to take action • Crossing the threshold of adventure – kind of commitment we speak of in business and management circles • Commitment and discipline go together – to stick with something you have started to the end. ‘Do it right and don’t let anything get in your way’. But there is a 2nd more subtle aspect to commitment and will: • The ground of being for taking action
  • 11. 6. The gift (1 of 2) Until you are committed there is hesitancy (indecision), the chance to draw back, always ineffectiveness. Concerning all acts of initiative and creation there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: the moment you definitely commit yourself, the providence (fate) moves too. W.N. Murray - The Scottish Himalayan Expedition
  • 12. 6. The gift (2 of 2) All sorts of things occur to help you that would otherwise never have occurred. A whole stream of events, issues from right action, raising in your favour all manner of unforeseen incidents, meetings and material assistance, which no man could have dreamed would have come his way. W.N. Murray - The Scottish Himalayan Expedition
  • 13. 7. Principle of economy of means • To begin learning how to move with the unfolding order and to live out the principles, naturally • Developing sensitivity to the inner voice that is speaking to you • Plenty of reflective time is needed to allow the principles to operate • Reflect during the day, whenever you can, and listen • The attractiveness principle starts operating on a regular basis • Very slight, skillful movements at just the right time and place will have enormous consequences When that moment comes, with just the slightest gesture, all sorts of actions and results are brought into being. This is the principle of economy of means.
  • 14. Thank you!
  • 15. Thank you! Source: ‘Synchronicity - the Inner Path of Leadership’ by Joseph Jaworski Renny Curvers curvers.renny@gmail.com
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