In a world where many if not most leaders cut their teeth as managers, it’s small wonder the bias at the top of organizations and teams is for controlling outcomes. As we’ve discussed, there is a strong bias for structure baked into our industrial paradigm. Most teams are run with the precision of factories.
Can leaders adapt to different models? Better still, can they learn adaptive behaviors, in general?
I explore precisely that challenge in Chapter 15 of The DNA of Collaboration. In our virtual book tour, we’ll explore some of the key concepts:
- Q1. Viewing leadership as an art, how can we change our bias from structure to flow?
- Q2. Music and fine arts offer leaders alternative views to how things work; can we borrow a stage, brush or canvas?
- Q3. One goal of any team is affinity, aka common ground: how fast can we get there?
- Q4. Diversity is key as well. Does our affinity goal represent a paradox?
- Q5. In a high stakes world, how can leaders, like artists, learn to let go, experiment, take risks?
Hope you’ll join us SAT 11/3 11am ET. We use hash tag #cdna. You can click here at the appointed hour to join the conversation using TweetChat.
Hope to see you there.
– Chris Jones, aka @sourcepov, author
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