Charles Handy on Qualities of Vision and Leadership - What does he sees when he looks under the stairs?

Charles Handy on Qualities of Vision and Leadership

What does he sees when he looks under the stairs?

1-Why do we always assume that growth means more?

Apart from the universe, there is nothing that has unchecked growth

Nothing grows forever - It can't happen

Maybe consumerism is the new cancer of society

Growth does not need to be made of more of anything... but to be different instead

What "different" will that be?

If anything "more", what "more" means?

2- The new need or demand for proper selfishness - or respectful individualism

Employees more and more feel

Employees say they are ready to sabotage their organisation

There is unhappiness

There is aspiration for opting for the portfolio life

Portfolio life: you cannot complain - you are responsible

Don't pretend to yourself

Don't pretend to your people

The greatest gift you can give to anyone is to give them a degree of self-esteem

Can you as a leader take a risk with anybody?

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Richard Boyatzis and resonant leadership

Charles Handy on Qualities of Vision and Leadership

Writing about your life to learn about yourself

Listening, paying attention

Businesses who are not connected with a social mission are morally bankrupt and doomed

Businesses should be socially useful - too the world - and not just to themselves

Looking at the things beneath the stairs - things that may become relevant in 20 to 30 years

Characteristic of great leaders according to JK Galbraith

All of the great leaders have had one characteristic in common: it was the willingness to confront unequivocally the major anxiety of their people in their time. This, and not much else, is the essence of leadership.

~John Kenneth Galbraith

Dialogue, an activity that might well prove vital to the future health of our civilization. Dialogue and leadership

Bohm Dialogue

"Dialogue resembles a number of other forms of group activity and may at times include aspects of them but in fact it is something new to our culture. We believe that it is an activity that might well prove vital to the future health of our civilization."

"...it is proposed that a form of free dialogue may well be one of the most effective ways of investigating the crisis which faces society, and indeed the whole of human nature and consciousness today. Moreover, it may turn out that such a form of free exchange of ideas and information is of fundamental relevance for transforming culture and freeing it of destructive misinformation, so that creativity can be liberated." 

Dialogue and Leadership

A Dialogue is essentially a conversation between equals. Any controlling authority, no matter how carefully or sensitively applied, will tend to hinder and inhibit the free play of thought and the often delicate and subtle feelings that would otherwise be shared. Dialogue is vulnerable to being manipulated, but its spirit is not consistent with this.
Hierarchy has no place in Dialogue.
Nevertheless, in the early stages some guidance is required to help the participants realize the subtle differences between Dialogue and other forms of group process. At least one or, preferably two, experienced facilitators are essential. Their role should be to occasionally point out situations that might seem to be presenting sticking points for the group, in other words, to aid the process of collective proprioception, but these interventions should never be manipulative nor obtrusive.
Leaders are participants just like everybody else. 
Guidance, when it is felt to be necessary, should take the form of "leading from behind" and preserve the intention of making itself redundant as quickly as possible.

 some extract are from: http://www.david-bohm.net/dialogue/dialogue_proposal.html

Attributes of servant leadership, a powerful driver to enhance teamwork

Selected text from Wiki on Servant leadership 

Greenleaf , in his classic essay, The Servant as Leader, described the servant-leader in this manner:

"The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.

The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"

Models of Servant Leadership

Most writers see servant leadership as an underlying philosophy of leadership, demonstrated through specific characteristics and practices. The foundational concepts are found in Greenleaf’s first three major essays, The Servant as Leader, The Institution as Servant, and Trustees as Servants.

Larry Spears, who served for 17 years as the head of the Greenleaf Center for Servant Leadership, identified ten characteristic of servant leaders in the writings of Greenleaf. The ten characteristics are 

1. listening, 
2. empathy, 
3. healing, 
4. awareness, 
5. persuasion, 
6. conceptualization, 
7. foresight, 
8. stewardship, 
9. commitment to the growth of others, 
10. and building community. 

Leadership experts such as Bolman, Deal, Covey, Fullan, Sergiovanni, and Heifitz also reference these characteristics as essential components of effective leadership.

The Center for Servant Leadership at the Pastoral Institute in Georgia defines servant leadership as a lifelong journey that includes discovery of one’s self, a desire to serve others, and a commitment to lead. 

Servant-leaders continually strive to be trustworthy, self-aware, humble, caring, visionary, empowering, relational, competent, good stewards, and community builders.

Dr. Kent Keith, author of The Case for Servant Leadership and the current CEO of the Greenleaf Center, states that servant leadership is ethical, practical, and meaningful. He identifies seven key practices of servant leaders: 

1. self-awareness, 
2. listening, 
3. changing the pyramid, 
4. developing your colleagues, 
5. coaching not controlling, 
6. unleashing the energy and intelligence of others, 
7. and foresight. 

James Sipe and Don Frick, in their book The Seven Pillars of Servant Leadership, state that servant-leaders are individuals of character, put people first, are skilled communicators, are compassionate collaborators, use foresight, are systems thinkers, and exercise moral authority.

Unlike leadership approaches with a top-down hierarchical style, servant leadership instead emphasizes collaboration, trust, empathy, and the ethical use of power. At heart, the individual is a servant first, making the conscious decision to lead in order to better serve others, not to increase their own power. The objective is to enhance the growth of individuals in the organization and increase teamwork and personal involvement.