Archives for Allgemein

How to enhance Collective Leadership

This is what I  experience every day: we have built a world in which competition rules,  in which silos – nations, companies, people – compete with each other, where world leaders, and many of their followers, act accordingly. But it’s time to pay more attention to collective leadership and measure its impact on sustainability Collective leadership can move us forward more effectively towards realising the SDGs and sustainability. But it’s still quite a new discipline and the skills needed for it will have to become more familiar if we are to move it forward. Let us assume that collective leadership for sustainability
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Towards a governance of trust: Leading collectively in multi-stakeholder partnerships

Republished from the article in the GREAT Insights Magazine, Volume 5, Issue 2. March/April 2016.           For Agenda 2030 to succeed, joint CSO-business partnerships become increasingly important. However, their success hinges on the capacity to lead change collectively. Governance structures need to reflect this. The recently adopted 17 Sustainable Development Goals (SDGs) are not only complex and interlinked, but also challenging to achieve by 2030. As partnerships between civil society organisations (CSOs) and business form a vital part of SDGs implementation, their ability to succeed is paramount. Yet, both sides are pushed beyond their comfort zone as
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Living systems have no exits – Collaboration is our only option

To be at that time on the clock of the universe when we can make that huge change from ‘othering’ other people to feeling that they are part of us and we are part of them – that’s a wonderful opportunity. It is a wonderful time to be alive – Grace Lee Boggs Collaboration for sustainability requires well-functioning groups of collective leaders. Such leaders can be labelled management teams, project teams, core groups, committees, partnership teams, task forces, working groups or a network of CEO’s, but what they all have in common is that they work together as a collective.
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How to Invigorate the quality of collaborative change initiatives

In a previous blog I wrote about the importance to shift from focusing on events to processes.  When we shift our attention in this way events can become milestones within a process and arealso  carefully designed to serve a larger purpose.  In addition, events need to be seen in the context of good process architecture (e.g. for better water management, energy efficiency, or responsible supply chains) where it is the ability of differing stakeholders to think together and lead collectively that counts. In these ways we create a spirit of collective leadership. How can we use the Compass as a check
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A pattern of human competences in interaction

Over my years of working in complex collaboration projects and institutional change management, I took notice of what shifted actors into a more collaborative space. Shifts tended to occur around personal competences. People brought these competences in or they developed them jointly with their collaborators. Although, nothing I noticed was radically new – what was new was the uniquely unfolding combinations of these competences, forming a constantly changing pattern of mutually supportive ingredients . And it was the aliveness of this  presence that made a difference. In a stuffy room in Salvador de Bahia all the ingredients were there. Each participant had a very valid reason for
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Becoming Mindful

There are a techniques helping to develop mindfulness and they can be learnt. Although meditation can take us a long way towards mindfulness, there is more to it – at the core of mindfulness is the ability to become more than our own separate mind and feelings. When the mind finally becomes quite, it sets free other competences – compassion, gratitude, humility – as if these elements were quietly waiting to be set free. The key technique for mindfulness is mastering the mind and understanding that at the core of the human heart is love. If we access this place
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Life moves towards Balance

Finding our balance requires incorporating new techniques into our lives. There are many ways to get it right – from a regular workout at the Gym, to retreating into nature, to meditating or playing with our kids. Yet I believe we can go one step further in understanding how balance works and why. Can we simply learn from life? Balance requires a combination of three different energies in order to bring forth life, maintain its growth and take it to the next level. The first energy is our passion for life, for what we do, for how we relate to others. This passion
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Business leaders as catalysts for change

Wanting to make a difference for a better world is probably the most widely suppressed desire in organizations and among senior leaders. Beneath the surface of many high performing top executives is a vague disappointment with the competitiveness of the corporate world, and an unexpressed deep desire to create more meaning, more connectedness, and more relatedness. A senior manager from a multinational company told me “What I feel is that every person actually has a core that wants to serve … and it is more about uncovering it, because this gets silenced, cut off, nobody is asking for it, nobody
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Sustainability narratives – which one willyou choose?

A shift in thinking often precedes a change in action. This process is supported by collective narratives, which, for better or worse, help people to emotionally engage and create a different future. Narratives speak to the human capability to find meaning, and consciously and collectively shape the  future. Therefore, when collective leadership decides to engage with transformative change we also need to engage with collective narratives.   Through the lens of the dimensions of the Collective Leadership Compass, narratives co-creates a future that engenders responsibility and enacts future possibilities. But narratives also touch on other principles. They further the dimension of engagement
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Co-creation, collaborative spaces and aliveness

Over my years of working in complex collaboration projects and institutional change management I noticed that certain elements consistently shift actors into more collaborative spaces. These elements show up as personal competences which people bring in or jointly develop with their collaborators. I continued my inquiry and started to observe more closely. What was present when a cross-sector group agreed on a plan of action in an atmosphere of joint commitment? What kept a diverse group of actors together when each had to overcome hurdles in convincing their institution to collaborate? What emerged when a group of managers from competing industries patiently persisted in
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