Opening discussion on the Governance Leadership Intention / Doing Gap
Bernie Kelly
Fit FOR PURPOSE Leaders & Organisations | Transformation Partner, Speaker, Author, Mentor | Chair, Australian Transformation & Turnaround Association - TransformersUnite! Strategy/ Governance/ Leadership Development.
Three conversations, as the calendar year came to a close, have been sitting with me.
Speaking with a Chief Transformation Officer and CFO there was a strong collegiate dynamic as these two leaders, accountable for strategy delivery, discussed progress. They appreciated the strengths each other brought to the table. They both felt passionately about making a difference with the challenges of the industry and their shared belief in their strategy and team was palpable. Yet…
A recently appointed Board Director gushed with pride of the Mission of the organisation she now represented. She loved the Purpose. She saw the potential for massive impact. She admired the talent and track record of leadership around the table. Yet…
A CEO who had capably led their organisation through the most turbulent time in the organisation’s history shared with me they could sense a shift in their Board’s energy. There was unease. There was nothing specific. Yet…
?
There are so many good people in the Governance leadership of our organisations. Those roles spanning across the Boards and Executive Leadership Teams.
Three conversations, as the calendar year came to a close, have been sitting with me.
Speaking with a Chief Transformation Officer and CFO there was a strong collegiate dynamic as these two leaders, accountable for strategy delivery, discussed progress. They appreciated the strengths each other brought to the table. They both felt passionately about making a difference with the challenges of the industry and their shared belief in their strategy and team was palpable. Yet…
A recently appointed Board Director gushed with pride of the Mission of the organisation she now represented. She loved the Purpose. She saw the potential for massive impact. She admired the talent and track record of leadership around the table. Yet…
A CEO who had capably led their organisation through the most turbulent time in the organisation’s history shared with me they could sense a shift in their Board’s energy. There was unease. There was nothing specific. Yet…
?
There are so many good people in the Governance leadership of our organisations. Those roles spanning across the Boards and Executive Leadership Teams.
It’s a challenging environment with many direct immediate pressures and underlying systemic shifts also occurring.
Being well intentioned leaders does not necessarily mean leaders are set for the transformation their stated strategic direction requires.
It’s a challenging environment with many direct immediate pressures and underlying systemic shifts also occurring.
Being well intentioned leaders does not necessarily mean leaders are set for the transformation their stated strategic direction requires.
As a long-term Business Transformation specialist in a period where those capabilities have gone from specialist to mainstream, we are seeing many Governance leadership teams still not set for transformation, remaining set for Operational leadership – the current industry operating models, orientations and cadence.
This results in intention / doing gaps – which are widening as this decade continues to unfold.
?
In all three of the conversations mentioned above, the leaders sensed this intention / doing gap, but could not specify exactly what was missing. They felt that natural urge to point to others on the Governance leadership and were discerning enough to know that would not be constructive. They were looking for an entry point to open this discussion in a constructive and blameless way.
Opening or refreshing these discussions in a way that brings others along, is a critical priority at this point in the decade. We do not want to get lost in complexity, or worse blaming distracting understanding.
For an opening discussion we can bring it up a level.
This intention /doing gap is readily illustrated in:
(Source: Traction: The 4 Practices of Change-fit Leadership Teams, Bernie Kelly, 2020)
Looking at the Organisational Change-fitness “Vital Sign” of Strategy Resilience we see the dimensions monitor, respond, learn and anticipate.
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To open this discussion on the drivers behind our Intention / Doing gaps we can conduct a self-assessment of our current Governance leadership.
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Where do we measure?
Where do we lead from?
Leading this conversation surfaces new understanding of our clarity and alignment.
Are your intentions aligned?
Do we see areas to constructively address?
Do we have a tendency?
For example, it is common for many Boards and Executive Leadership teams to see they remain strongest on Operational / Lag measures.?
?
What has been your experience?
Bernie
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Are you a Bright Spark, bright with a spark for today and the future, seeking reconnection with what matters and the capability to lead with intention without being limited by your past, even if the world around you is constantly disrupting?
Are you a Bold Executive Leader seeking shifts in yourself and your organisation’s outcomes without compromising relationships, self-care, and meaning in work, even if the conundrums are mounting and deep down you doubt this is possible across your team?
Are you a Board Director seeking to maintain or achieve industry leadership through periods of disruption, without disrupting shareholder confidence or Executive commitment, even if others in your industry say it is not possible?
Where do you need to elevate and integrate?
Bernie is known for building capability and confidence in leaders who need to transform organisations that are continually reshaping to survive and thrive.
His career began in whole of enterprise and cross-organisation shifts, followed by 10 years in Business Transformation Diagnostics, Training, and Mentoring across Australia and SE Asia.?He currently works with leaders who are focused on accelerated development and re-imagination of industry value systems. He loves working with the Bright, the Bold and the Board to successfully transition to the next phase, creating a positive ripple effect.
In 2020 Bernie authored Traction: Building Change-fit Leadership Teams.
If you received value from this article and want to be a part of the ongoing conversation about Elevating Business Transformation Leadership – Leading Disruption with Grace, join here .
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Contact Bernie via LinkedIn or Email or Phone: + 61 421 915 608
Or check out his website at BernieKelly.com
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Helping B2B Organizations Put Their Lead Gen On Autopilot By Building Systems | CEO @ Attract & Scale
10 个月Exciting times ahead! ?? Keep up the great work!
Fit FOR PURPOSE Leaders & Organisations | Transformation Partner, Speaker, Author, Mentor | Chair, Australian Transformation & Turnaround Association - TransformersUnite! Strategy/ Governance/ Leadership Development.
10 个月In all three of the conversations mentioned above, the leaders sensed this intention / doing gap, but could not specify exactly what was missing. They felt that natural urge to point to others on the Governance leadership and were discerning enough to know that would not be constructive. They were looking for an entry point to open this discussion in a constructive and blameless way.
Life & Business Strategist. MBA, MA Psychology, ICF. CEO, Kaspari Life Academy. Host of the Unshakeable People Podcast. Habits & Behaviour Design, Neuroscience. I shape MINDS and build LEADERS.
10 个月Exciting times ahead! ??