Move from learning to lead to leading to learn

Robert Kegan 's theory of adult development is a really important one when it comes to leadership. At its core is a distinction between three levels (starting with level 3 and moving through to level 5 - the first two levels are associated with our childhood development) based on three kinds of mind:

3. The Socialised Mind

• Team player
• Faithful follower
• Aligning
• Seeks direction
• Reliant

4. The Self-Authoring Mind

• Agenda-driving
• Leader learns to lead
• Own compass, own frame
• Problem-solving
• Independent

5. The Self-Transforming Mind

• Meta-leader
• Leader leads to learn
• Multi-frame, holds contradictions
• Problem-finding
• Interdependent

Robert himself explains each of these minds/levels and their distinctions in a really helpful way in the video below.

Personally I like to use the notions of map(ped), own compass and dynamic global perspective to help remind me of these three levels of consciousness (crude as those simplifications are).

Two aspects of this model and Kegan's work on and through it over the decades intrigue me in our current leadership context.

One is that, at various points, Kegan has pointed out how at one stage the socialised mind was sort of enough for many to get by and get through the context they were experiencing at the time, but modern times have increasingly required more in the way of a self-authoring mind. The second is that, by his calculations, somewhat less than 1% of the adult population is likely to make it all the way to the fully developed self-transforming mind (and rarely if ever before middle age).

I wonder to what degree the self-authoring mind is now enough (particularly in a leadership sense) in the same way that at some point the socialised mind began to become superseded as a potentially satisfactory end point. And whether we can afford to say that 1% or so of leaders getting to a self-transforming level of consciousness is going to cut it for us all going forward.

Independent agenda-driving leaders working only from their own frame and compass, solving the problems that are thrown to them and being encouraged to keep learning how to lead may actually help account for a lot of what is flopping or outright failing in a lot of the leadership many of us are seeing and experiencing in the current context. It may be a natural stage leaders need to progress through as part of their broader development journey, but surely we need many more leaders progressing on to become the interdependent thinking meta leaders able to problem-find and hold contradictions as part of a multi-frame (both...and) perspective.

In short, we need more leaders to stop making it about whether or not they're 'finding themselves' or 'learning to lead,' and more about whether they are leading in ways that will help them and those around them continuously learn in the face of a world that is becoming more complex and changing at an exponentially faster pace.

One thing is for sure. Organisations that can create the conditions to nurture more self-transforming leaders faster will be the ones that thrive and not just strive or survive in the challenging times ahead.

And that's only the tip of the iceberg considering the emerging 'big idea' Kegan expresses in the video above...

This is a?Leader TWIG?- the concept of (a)?growing something new?(a new awareness, skill or 'branch' to what you currently already know) but also (b) becoming equipped to 'catch on', realising or suddenly understanding something that is in fact right in front of you in the performative leadership moment (from the Gaelic 'tuig').

'Twig Talks' are an engaging way for individuals and teams to visualise their current and future contexts, connect to leadership and management theory and apply creative and critical thinking to learn more about themselves and others - reach out directly to Jason to find out more.