Leadership is about mission, communication
and results. To master management, learn to coach yourself and your subordinates
to cooperate. We coach people
in leadership, team training, systemic coaching and relationship
Within the larger frames of missions and visions, day-to-day
leadership is about survival, power, stability and success. Leadership is about
managing relationship systems within larger environments. Leadership is about
guiding people - whether teams, families, businesses or countries.
Leadership qualities can make or break any group of people.
Leadership at any level requires solving personal, professional
and technical problems, providing stability and developmental opportunities, assessing internal
and external conditions and planning for expected and unknown possibilities.
Effective leadership requires ongoing assessment - evaluating and judging
people, their environments and how people respond to environmental changes,
while avoiding the transferences implicit within first impressions.
Taken together, mission, vision, and assessment
create an ecology, a set of fundamental relationships forming the bedrock of real
leadership. These tools allow people, regardless of job title, to help shape their
future. Peter M Senge
We perceive leadership skills as important assets of an organization. Like
creativity and initiative, leadership skills can
What leaders need to know
Most leaders face external pressures, such as demands for
performance, regulations and ordinances, health issues and public concerns
about environmental impacts. The safety and survival of an organizationrequires ongoing attention to
these pressures, just as much as to old equipment or outdated practices.
Leaders not only lead any reforms that might be implemented, but
also convince stakeholders that those changes are necessary - and seek funds to support
innovation. Leaders can leverage reform with systemic leadership, integrating
individual self-assessment with knowledge and organizational goals.
It is interesting to study the qualities of leaders. You can study
their characters, values, style, skills and behavior. But if you attempt
to copy their patterns, if you try to copy behavior that is incongruent
with your own values and identity, you will likely fail.
Many people become competent managers, yet fail as leaders.
As a leader, you should know:
- Why you want to lead other people?
- What you do when you make a mistake?
- What you consider before initiating change?
- What you do when the unexpected happens?
- What are your private thoughts about leadership?
- What are your private beliefs about
yourself as a leader?
- What are your private assessments about the people
who follow you?
Leaders and followers are both essential parts of human systems, and
both express systemic behavior typical of other
To be a leader, you must have at least one follower - at
least one person who will follow your example, instructions or advice. Study
your followers. Why do they prefer or allow you to make decisions
for them? What qualities set leaders apart from followers?
Classical thinking uses cause-effect statistics to analyze events.
Systemic thinking provides leaders with explanations of why things happen in organizations, and how to change.
explores other possibilities inherent within human systems.
Knowledge Management . Merging
Individual & Systemic Coaching
Culture affects behavior, performance and beliefs. Cultures
legitimize certain behaviors and rejects others. Yet as leaders
shape an organization's culture, a culture will also shape its leaders.
Building or rebuilding work environments are transition
periods for organizations. Leaders can dictate or guide organizations to clearly
articulate some goals that all members are expected to work towards. Two overlapping
areas of our work are coaching individuals and coaching systems.
coaching increases specific knowledge and performance, following the choices
communicated by the leaders. This includes clarifying their standards and modeling
those standards as behavior. Systems coaching helps people understand abstract
and predict reactions and consequences.
Archaic, Classical & Systemic Leadership
Systemic leadership does not replace archaic or classical
leadership. Each offers complementary leadership tools for different types of
- Archaic leadership is often useful for managing
remote, rural or religious communities which seek the help of esoteric
entities to control the environment (e.g. - many people in remote communities believe that global warming is created by local gods
- gods who can be appeased).
Archaic leadership skills are useful when environmental factors create community problems.
- Classical leadership is often useful when managing
simple organizations that are in equilibrium (or changing slowly) with stable
environments (e.g. - many people with government jobs believe that their
welfare requires rigid adherence to established rules, no matter how
leadership skills are useful in predictable and controllable situations.
- Systemic leadership is often useful when managing
complex organizations in changing environments (e.g. - many entrepreneurs
change their business structures to cope with changing market
conditions and economical trends). Systemic leadership skills
are useful in unstable situations where there are strong pressures
and ambiguous objectives.
Don't Step in the Leadership!
Leading coherent teams is very different to managing groups of randomly
selected people who will have conflicts and hidden agendas. The principles of systemic
leadership include strategies to develop flexible human systems.
Systemic leadership provides an integrated approach to relationship challenges
that allows leaders understand the power and influence of
the environment on human systems. Systemic managers can improve and maintain human
systems by analysis, participation and
Systemic leadership includes
ways to assess opportunities and challenge appropriate people to take meaningful
roles. Such team leadership includes inspiration, raising consciousness and
creating value in membership. See Systemic
Coaching and Systemic Education.
Leading Systemic Change
Achieving beneficial systemic change is rarely fast nor
easy. Leading a complex human system requires adoption, adaptation and
management of all sub-systems, including their boundaries and interfaces.
In a human system, specific interactions between members
may seem random or chaotic. However the overall flow and consequences can
be managed if you have the appropriate information about the skills and
attitudes of system members, which reflect their flexibility to cope with,
adapt to and learn from unexpected events and environmental changes.
Leaders can use this information to protect the
most flexible yet fragile members of a system - the children. In this way,
leaders can affect true systemic change that leads to lasting and sustainable
development. Plans that include the health and success of future
generations can inspire all members.
In their struggles to fulfill quotas and norms,
leaders may ignore long term development:
- day-to-day fulfillment of the
- values and beliefs that underlie
how members interact
your team members interact with members of other teams
- supporting the creativity and flexibility
of the member's children
- maintaining flexible outcomes across
generations of employees
Of the many types of leadership, soul leadership
may need the most stamina, courage and inner strength. Soul leadership
first requires that you befriend your own emotions and your ego. If you can do
this, you cease to be limited by your history or your imagination, and
you can find courage to change the world.
leadership requires that you transcend your need for respect, dogma, success and
recognition. This will take you outside your comfort zone ... where you can
enjoy the power of
achieving more than you dreamed - and the humility of being forever less
than what our planet needs. Knowing your deepest joys and your darkest despair,
you can choose to fulfill a life mission.
Online Help, Relationship Counseling and Soulwork Therapy
Plagiarism is theft. Copyright ©
Martyn Carruthers 2004-2016 All rights reserved.