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Practices

Practices

Managerial Leadership practices refer to specific actions taken by organisations and business leaders to establish and manage effective working relationships in order to co-create a results driven creative networked workplaces this is termed a wirearchy. Wierarchies are built on trust, knowledge, personal integrity and a safe to fail learning culture where employees can feel free to express themselves in their work the best way they  can, and in doing so, employees could reach their true potential.

Co-Create Meaning (Value Adding)

Ikigai is a Japanese concept that alludes to the purpose of why one is motivated to get up each day – in other words what makes life worthwhile. The reason for being answers the crucial question of existence (purpose) for both individuals and organisations.  When synergy is found between the individual’s ikigai and the organisation’s ikigai they both find soul. When soul is found, energy is released back into the system, this energy could be referred to as engagement. Engagement is a crucial component of high performance organisational cultures.

Co-creating meaning refers to the practice in which people choose to approach interaction with others in order to create a working environment of choice. The fact that meaning is co-created affords an individual the opportunity to find ikigai (purpose), which generates and releases energy back into the system in the form of engagement.

Co-create direction

Individuals and teams work with greater commitment when they are guided by a vision and believe their efforts can make a difference. By sharing their vision and values, business leaders keep the mission out front, like a beacon, guiding people toward greater achievement.

Facilitate conversation

Conversation is a powerful learning tool. People want to participate in decisions that affect their daily work lives. The practice of facilitating conversations is about a conscious choice to involve the relevant stakeholders participating in the problem-probing process. Business leaders should leverage the interest and talent of those around them by including them appropriately in the decision-making process. In a systems-thinking environment, a business leader would have the ability to see the sum of the parts contributing to the holistic outcomes. By seeking the involvement of relevant stakeholders, various advantages could be leveraged, such as, but not limited to more effective communication, better informed and more quality-orientated decision-making, increased commitment to action and higher levels of trust.

Engage creative networks

Creating a results-driven creative networked workplace (Wirearchy) built on a culture of trust, knowledge, personal integrity and safe to fail learning culture as earlier described, is a key business leadership practice and accountability.

Engaging creative networks enables knowledge-sharing, encourages diversity of thought, and promotes experimentation in a safe to fail working environment, which stimulates innovation (Jarche 2014). The key principles of creative networks as outlined by Jarche(2016) are a wierarchy, innovative and contextual methods, self-selection of tools, willing cooperation, duty of being transparent, sharing our knowledge, self-determination and distribution of power. The roles and functions of the business leader in a networked workplace are to improve insights, provide learning experiences, focus on the ‘why’ of work, and assist in making better networked decisions, be knowledge managers and be an example.

Promote experimentation

Experiential learning has largely been promoted by David Kolb (1984) in an attempt to sensitise society about the benefits of experimentation in learning and working could occur at both individual level and at an organisational level. Underpinned by the principles of divergent thinking, assimilated thinking, convergent thinking and accommodative thinking and substituted by Gelb (1998), with reference to Leonardo Da Vinci’s principles of Curiosita (seeking the truth), Dimostrazione (taking responsibility), Sensazione (sharpening awareness), Sfumato (engaging the shadow), Corporalita (nurturing integration), Connesione (embracing holism) and Scienza (cultivating balance), individuals could develop an awareness of the power of integrating different modes of thinking successfully co-creating lasting solutions.

The practice of promoting experimentation and taking risks in a safe-to-fail environment encourages self-reflection, stimulates novel and adaptive thinking and assists in overcoming habits that may restrict thinking. Applying effective communication strategies, consciously supports the expression of Ideas and aspirations, which allows business leaders to find their voice. This practice optimises collaboration and facilitates and grows cooperative mindsets.

Celebrate Synergised Accomplishments – Build Vitality

Authentic acknowledgement of individuals and teams performance and contributions are invigorating and inspires them to do even better.

The practice to celebrate accomplishments also encourages individuals and teams to seek feedback and constructive criticism. Acknowledge current shortcomings and challenges all to improve performance. Taking time out to celebrate accomplishments could lead to an increased self-esteem and a sense of commitment to the group or organisation.

DREAM

Influence the co-creation of sustainable societies

PURPOSE

Growing agile, aligned and engaged leaders

PROMISE

Co-creating realities

STRATEGIC INTENT

To strengthen the growth of agile, aligned and engaged leaders, who co-create innovative ecosystems and sustainable transformational societies

CORE PRINCIPLES

  • Being curious
  • Seeking truth
  • Leveraging interconnectedness
  • Awakening the senses
  • Taking responsibility for crafting just and dynamic societies
  • Embracing holism and living harmoniously
  • Appreciating the shadow
  • Mastering balance with integrity