Archives for Living the six capacities of Collective Leadership

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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Leading more consciously towards sustainability

Why is a change towards sustainability so slow to realize within most companies? Every change in an organization results from the choices made by dedicated people. Leaders are co-creators of an interconnected reality. There is hope that the leadership in global as well as local organizations will respond – out of a sense of interconnectedness and co-responsibility – to questions about human dignity, inclusiveness, and fairer distribution of wealth. In this way leadership might finally respond to the call for a sustainable world. A leader in a prominent position is bound to be a mirror for an organization. He or she
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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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Taking Collaboration Seriously – where to start?

Let us examine a typical sustainability challenge: An agricultural commodity is produced in Africa – in a limited amount of countries. As is often the case, small-scale producing farmers are organized in cooperatives, but these cooperatives have competence gaps within their management.  Moreover, there are also discrepencies in the trading and production aspects of this commodity. Many traders bring the commodity to each national commodity board. In one country all commodities needed to be auctioned, in another country they could be auctioned or could be traded directly to the buyers. And at the level of individual farms, practices may not be
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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: we
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A Mind and Heart for Sustainability

From the many encounters I have had with leaders from various parts of the world, I have noticed a remarkable aspect of today’s reality: the desire to make a difference is present in many leaders, however deeply buried. I met very, very few who, if sincerely questioned, would not  find deep in their heart the aspiration to contribute to a better world. Beneath the surface, there is an unexpressed need to create more meaning, more connectedness, and more relatedness, and to help improve the lives of others. Wanting to make a difference in the world by serving humankind is probably the most widely suppressed desire in organizations and among
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Collective Leaders Create New Pathways

Whenever we experience a group’s commitment to collective action for sustainability, one thing is palpable: Leading for sustainability is not an act in isolation. It requires leadership by various individuals towards a similar goal on a collective scale, trust in a common goal – which everybody will uniquely contribute to yet remain in alignment with cross-sector collaboration without hierarchy or central coordination a preparedness to join a collective learning journey. I believe the capacity for leading, initiating, facilitating and sustaining the construction of meaningful futures is enfolded in all of us. In that way collective leaders: create pathways for collaboratively finding
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Patterns of Aliveness, Collaboration and a Sustainable Future

We all know a feeling of aliveness  – when we are happy, yet,  calm, when our heart resonates, when we feel most connected with life and when our humanity expands. At the same time, we are intrinsically linked to the order of life within us and around us – people, architecture, nature. We are constantly being created by this order – as much as we participate in creating this order. When we become aware of Aliveness and the role it plays in our endevours, we also become aware that co-creation works best in a collaborative space where there is “life”
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Creating a paradigm shift

Donella Meadows’ article: Leverage Points – Places to Intervene in a System is  an inspiring reminder, a timeless contribution that makes one think – and hopefully act. Reading it you might recognize how many aspects of sustainability initiatives are still stuck in regulatory approaches that – according to Donella – are lowdown on the list of effective leverage points. The second highest effective leverage point, she suggests, is the power to create a paradigm shift. This is what she says about how to create a paradigm shift: “You keep pointing at the anomalies and failures of the old paradigm, you keep speaking louder and
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