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I believe that the capacity that any organisation needs is for leadership to appear anywhere it is needed, when it is needed.
I think it is quite dangerous for an organisation to think they can predict where they are going to need leadership. It needs to be something that people are willing to assume if it feels relevant, given the context of any situation.
I think a major act of leadership right now, call it a radical act, is to create the places and processes so people can actually learn together, using our experiences.
Most people associate command and control leadership with the military.
Successful organizations, including the Military, have learned that the higher the risk, the more necessary it is to engage everyone’s commitment and intelligence.
In these troubled, uncertain times, we don’t need more command and control we need better means to engage everyone’s intelligence in solving challenges and crises as they arise.
When we can lay down our fear and anger and choose responses other than aggression, we create the conditions for bringing out the best in us humans.
Determination, energy, and courage appear spontaneously when we care deeply about something. We take risks that are unimaginable in any other context.
Organisations are now confronted with two sources of change: the traditional type that is initiated and managed and external changes over which no one has control.
Probably the most visible example of unintended consequences, is what happens every time humans try to change the natural ecology of a place.