Leadership à la carte

What is the paradox we see in many companies that work on inclusion and diversity?

The imposition of “external” leadership styles and the paradoxical simultaneous communication of inclusion and diversity as company’s core-value: as if to say that the "system" choses and imposes on its members a dominant Self declaring, at the same time, respect for alternative approaches and diverse points of view.?

It’s a forcing that invades the depths of being.

The definition of the new identity of teams, organizations and companies, with the consequent creation of an efficient, systemic and sustainable leadership model is a clear and explicit need of the market, which has been expressed for years.

What's the point?

Collective leadership can only be built not on competences, skills, abilities, but starting – to quote Timothy Gallwey – from the "inner game": leadership is in fact a condensate of values, courage, convictions, focus, authenticity, respect.

That is, it’s synonym of “expanded awareness”.

On paper everything is clear, but in reality??

After decades and decades, in a sort of compulsion repetition, we are still witnessing real impositions by top management of trendy leadership styles: we have seen the fashion of the leader-coach, the leader-mentor, the kind leader, of the widespread leadership... All models, let it be clear, which are useful and healthy, but in the right context, and that – due to the very nature of leadership – cannot be simply "exported" in every environment.

And if we consider that these leadership models:

1. are "taken" from the market and implanted in the company with very few or no modifications;
2. generally last very short, without even waiting for the extinction of the transitory period and the stabilization of the steady-state conditions

we understand how the effect of this way of approaching leadership can be very harmful both in terms of performance, motivation and health of employees, especially in the most developed and sensitive ones.

But there is also a finer reading level of the phenomenon: the leadership model taken from outside and implanted as it is won’t give the expected results above all because this approach is an expression of a pattern of pure reactivity. And reactive leaders cannot operate and have an impact in an exquisitely creative and wide-ranging context, such as the one necessary to identify the right levers on which to build the new, endemic, unique and winning corporate or team identity.

Do you want to make a check of your leadership model and verify if it’s truly inclusive and transition-proof?

We have many tools and approaches conceived for this need. And our interventions always have a double nature: develop awareness and, immediately afterwards, accompany the client in the identification of the new identity and leadership style.

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In this newsletter we give inputs to people and organisations attentive to the human side of change, and eager to bring awareness and clarity to their needs, to the signs not to be overlooked, to the barriers to overcome and to their most intimate fears.

We also talk about energy release, innovation, commitment, vitality, sustainability, systemic ecology and all the benefits that come as a gift, when we listen to our inner call and decide to honour it and experience a true transformation.

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