Archives for Allgemein

Why We Need a Compass for Better Co-creation

Let us remember – better co-creation is about increasing the impact for sustainability by getting things done faster, coming to better decisions, saving money, and being more content as we achieve results jointly. Collective leadership for sustainability is the capacity of a group of actors to deliver their contribution to a joint purpose collaboratively, while putting high priority on the common good, and a balance between the needs of people, profit, and planet. The Collective Leadership Compass is a practice-oriented approach to leading complex change in multi-actor settings. It empowers leaders to navigate successful collaboration settings for sustainable development in an
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10 Features of Successful Collaboration Initiatives

Collaboration for sustainability requires well-functioning groups of collective leaders. Such leaders can be labeled management teams, project teams, core groups, committees, partnership teams, task forces, working groups or a leaders network but what they all have in common is that they work together as a collective. How can we identify common features that make all these different groups successful, that enable them to “change the world” (even if it is only a portion of the world)? These are the ten features that I have observed in well functioning teams within collaboration initiatives: There was an urgent case for change and it
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Enhancing trust-based co-creation

Respect for difference is a crucial element when faced with the challenge of creating trust within multi-actor settings. When we appreciate the dignity of another person, acknowledge a different world-view – or an opposing opinion without necessarily agreeing – we build trust and this in turn unleashes a dynamic of contribution. In such high quality collaboration processes people will open up, contributing not only their own expertise, but also their connections to other experts. In addition they are able to start leveraging support when the value of taking things forward starts to outweigh skepticism, criticism and doubt. However,  rather than investing all
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Inquiring into Wholeness

How can we contribute to WHOLENESS more consciously? The whole of ourselves? The whole of our initiatives? The whole of our world? We can start by balancing our outward leadership for sustainability with our ongoing own internal journey. If we remain fragmented and dis-integrated as we walk through life, we will create the same outside of us. The more balanced and flexible our identity becomes, the less energy we need to spend on self-defence and territorial fights. We also become stronger the more we support other people’s journeys. We need to learn new ways of asking what a situation requires
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Can power be controlled?

Humans have long been fascinated by the dynamism of free-flowing waters. Yet we have expended great effort to tame rivers for transportation, water supply, flood control, agriculture, and power generation. Poff et al, 2008, The Natural Flow Regime   Sometimes life develops as if designed by us. We feel we are in a flow. At other times, things happen that push our life into disarray. We feel we are loosing control. As we fight against feelings of powerlessness we respond by identifying problems developing and implementing a solution for its control. Control is profoundly ingrained within most existing human societies:
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The power of powerlessness

It seems paradoxical that leaders can become more powerful through a loss of power. A fear of  powerlessness and the inability to control an unsustainable future, a reluctant stakeholder group or an inner battle could lead to a long period of self-doubt, lack of confidence and an inability to lead according to our full potential. Experiences of powerlessness hit our most vulnerable spot, the feeling of not being in control. Powerlessness revives most common fears such as the fear of abandonment, failure, betrayal, inadequacy, insignificance, oppression, and loss of love.   Yet, disappointment and disillusionment are an unavoidable part of any leadership
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A POWERFUL TOOL TO MAKE STAKEHOLDER COLLABORATION WORK

Sometimes life is contradictory. One could suggest that in stakeholder collaboration people work together, because they are not strong enough to achieve their goal alone. This surely is true. And yet, without suggesting that everyone in a collaboration has to compete in order to be the stronger, my experience is that the stronger the collaboration partners, the better the collaboration quality. What does this mean in practice? (c) Collective Leadership Institute www.collectiveleadership.de If weak parties work together the likelihood of a successful outcome is low If parties with severe power differences work together and one party dominates, the likelihood of
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JOINING A LARGER MOVEMENT

If you were led by your intention to create wholeness, how would you lead? Profound professional change starts the moment we are able to see our own leadership contribution as part of a larger movement towards global sustainability. While following a larger goal, unrelated to sustainability, we may only be able to see the small – albeit important – contribution we are making. Although it serves our growth, in that we are able to enhance our potential to contribute to a bigger goal, we need more. With a redefined leadership for sustainability our focus shifts. Our own maturation is embedded in helping to
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Travelling the inner and outer path

I am convinced that our leadership contribution, to more sustainable action in the world, requires parallel development of both our inner resourcefulness (such as reflection and mindfulness) and the outward expression of this resourcefulness (such as redefined leadership contribution). The journey within seeks resonance in life-enhancing action. While the inner process can – but must not be – done alone, the outer journey requires collective leadership. There is interdependence between inner changes in consciousness and the development of collective consciousness. We notice imbalances and healing opportunities in both inner and outer contributions. Sometimes the inner process of maturation becomes self-centered and does
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Collective Leading in Multi-stakeholder Partnerships

If multi-stakeholder collaborations can be viewed as unique manifestations of eco systems what would leading in such a system entail? Leadership for SDG implementation in multi-stakeholder partnerships The recently adopted 17 Sustainable Development goals  are complex and interlinked. In order to achieve them by 2030 we are all called to rapidly shift the way we lead. Similar to eco-systems, partnerships in multi-stakeholder collaborations do not have a single entity shaping the future of the system. Instead, all parts depend on each other in order to survive as well as mutually evolve. The leadership capacity of each individual part and the
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