If you’ve been following my blog for the past year or so, you know that complexity and what it asks of us as leaders has been on my mind a lot. There is no arguing with the fact that these are complex times. It can be challenging to see clearly what is needed. Doug Silsbee has just released his new book, Presence-Based Leadership. It’s an incredible resource for today’s leaders.
The world needs the best you’ve got. The most brilliant software algorithm, the most enchanting song, the most impactful social innovation, the most courageous leadership... We need your brilliance played full out.
So what’s holding you back?
Life just seems to get more complex every day. From the ever-changing geo-political landscape to the introduction of new varieties of cereal every time I go to the store!So what is complexity? It’s not just something that’s more complicated.
What’s possible for you? For me? For our communities?
As I look out my window on a grey wintery day, I find myself thinking, “More is possible.” Not more stuff or more profit – not that kind of “more.”
More of the best we’re capable of as humans.
If you’re not, maybe you should be. While events around the world continue to be disturbing, that’s not what I’m talking about here.
Robert Greenleaf, who first brought Servant Leadership into popular awareness puts it this way. “Awareness is a disturber and an awakener. Able leaders are usually sharply awake and reasonably disturbed.“
Awareness is disturbing. So why bother?
As leaders in these difficult times, we need this “disturbing” awareness to fully meet the complexity and uncertainty the world brings us. All of us have habitual ways of thinking that limit us.
A new coaching client recently asked me what she needed to do to make the most out of coaching. As a coach, I love this question! It tells me that the client is taking responsibility for her own learning. This is a prerequisite for good coaching.
Have you ever had the experience of sensing in yourself that you’re not fully present with the person you’re talking to? Or maybe you haven’t noticed it in yourself but you’ve sensed that the other person wasn’t fully present?
Sometimes we talk about “authentic leadership” as if it was something static or something we must acquire somewhere. My own authentic leadership isn’t those things.