Leadership

Leadership

six ways to make sense

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One of the big consultancies is promoting ‘six ways’ to make sense of these complex times, or words to that effect. If you believe you are getting leading-edge thinking from these types of businesses, think again. Here is a story about a major consulting company, from one of its own.

“Despite having no work or research experience outside of MIT, I was regularly advertised to clients as an expert with seemingly years of topical experience relevant to the case. We were so good at rephrasing our credentials that even I was surprised to find in each of my cases, even my very first case, that I was the most senior consultant on the team …

I got the feeling that our clients were simply trying to mimic successful businesses, and that as consultants, our earnings came from having the luck of being included in an elaborate cargo-cult ritual. In any case it fell to us to decide for ourselves what question we had been hired to answer, and as a matter of convenience, we elected to answer questions that we had already answered in the course of previous cases — no sense in doing new work when old work will do.” —The Tech 2010-04-09

Is this what clients really want?

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our crisis in network leadership

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This pandemic has become a crisis in network leadership.

Last June, I wrote — our wake-up call

On 6 June 1944 the First Canadian Army landed at Normandy. It had never been tested in battle as a formation. The complications of drills in England had been replaced by the complexity of war and the chaos of battle. By the end of August, two brigade commanders and five commanding officers had been removed as they were deemed unsuitable.

“[In Normandy] There still remained, however, that proportion of officers who were not fully competent for their appointments, and whose inadequacy appeared in action and sometimes had serious consequences.” —Breakout at Falaise

How many organizational leaders today are in the same situation as those inadequate officers in the Canadian Army — unfit for the post-invasion reality?

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get out of the office

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In one of my first projects as a freelancer 17 years ago, I was brought into an existing client relationship with a hospital network. Our team had been contracted to develop an e-learning program for nursing staff. I was able to negotiate a ‘confirmation of the analysis’, as I had not been involved in the design process. I was given two days to interview staff on various wards. As I was not hospital staff I was accompanied by the senior nurse.

We learned a lot during those visits to the wards, and even had some procedures changed on the spot as the senior nurse became aware of some redundancies. As a result the e-learning program was cancelled and we developed a few performance support tools and some job aids instead. Training was not the solution to this challenge — getting the right information to trained and experienced nurses was.

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our wake-up call

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On 6 June 1944 the First Canadian Army landed at Normandy. It had never been tested in battle as a formation. The complications of drills in England had been replaced by the complexity of war and the chaos of battle. By the end of August, two brigade commanders and five commanding officers had been removed as they were deemed unsuitable.

“[In Normandy] There still remained, however, that proportion of officers who were not fully competent for their appointments, and whose inadequacy appeared in action and sometimes had serious consequences.” —Breakout at Falaise

How many organizational leaders today are in the same situation as those inadequate officers in the Canadian Army — unfit for the post-invasion reality?

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learning in the time of corona

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Here are two important questions to ask ourselves as we work remotely and connect digitally.

1. Where do we go for trusted information on matters important to us?

2. Who do we talk to when we have to make difficult decisions?

Sharing complex knowledge requires trust, and trust takes time. We can start by connecting with people in social networks to learn from, and finding communities to improve our professional practices. Trusted knowledge networks are a professional safety net when problems are non-linear and situations are complex.

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after the shit has hit the fan

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The proverbial shit has hit the fan. Were you ready? Did you have a knowledge network that you could depend upon to make sense of your digital world?

“When the shit hits the fan you want your inside information flow to be at least as fast as what is happening outside. In most organisations this is not the case … If you have a big enough, mature enough, fast enough set of internal conversations taking place then you will be better able to work out what is happening and what to do about it.” —Euan Semple 2020-03-17

For the first time ever, most students in schools in many countries are learning at a distance [850 million out of school as of today]. For the first time ever, in some countries, more people are working remotely than going to a place of work. The network era starts in 2020. Everything before was a prelude.

The new normal, when it comes, will be different. Teaching will be turned upside down. So too will curricula, academic disciplines, and their institutions.

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leadership through cooperation

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One of the few areas where most nations cooperate is in infectious disease control. For nation states, cooperation is the best option in this type of ‘prisoner’s dilemma‘.

“On 31 December 2019, the World Health Organization was alerted about a cluster of pneumonia cases of unknown etiology in Wuhan, China, which prompted international concern of the potential public-health impact of an outbreak of a new virus [COVID-19] … With the now global spread of the virus, the urgency of a coordinated international response has amplified … This multi-pronged approach to curtail the outbreak, strongly supported by existing R&D, is a testament to the collaborative response of international organizations and the research and clinical communities … The initial global response to the 2019-nCoV outbreak illustrates the power of rapid communication and the importance of sustained research and collaborations that can be leveraged in future outbreaks. Sustained cooperation is essential to their resolution.” —Nature 2020-02-03

In Canada, special funds of up to $1 million per project have been allocated for rapid research into the recent outbreak of the novel corona virus [COVID-19]. Other nations, institutions, and corporations are also cooperating on molecular assays to diagnose COVID-19, including — China, Germany, Hong Kong, Japan, Thailand, USA. A special English-Chinese translation engine for scientific and medical use is being made freely available to researchers around the world by UK-based St. John’s Innovation Centre.

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the right side of history

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Why is Greta Thunberg so triggering for certain men?

“Because of what she represents. In an age when democracy is under assault, she hints at the emergence of a new kind of power, a convergence of youth, popular protest and irrefutable science. And for her loudest detractors, she also represents something else: the sight of their impending obsolescence hurtling towards them.”

The future is networked and feminine. Our market-dominated era is waning. A new network-dominated era is emerging. We need leadership that goes beyond capitalist, market-oriented thinking. This is a fundamental shift in our deeply held belief systems. It is going to hurt. Like the Protestant Reformation after the advent of print technology, it will likely be messy. Reactionary forces are already fighting the patriarchal market economy counter-reformation. They may win the battles but will lose the war — because every generation dies.

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adding value with teams

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In working collaboratively & learning cooperatively I noted that team collaboration requires the transparent sharing of knowledge — using enterprise social networks and other technologies — so that everyone on a team knows what is going on and why. Decisions, and why they were made, are shared. New processes and methods are co-developed to create emergent practices. This method of work has to be supported by management by enabling — innovative and contextual methods, the self-selection of the most appropriate tools and work conditions, and willing cooperation between workers.

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leadership beyond capitalism

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“We live in capitalism. Its power seems inescapable. So did the divine right of kings. Any human power can be resisted and changed by human beings. Resistance and change often begin in art, and very often in our art, the art of words.” —Ursula K. Le Guin (1929-2018)

Our families and local communities keep us connected, but they can make us myopic. Our outward view from here can be as binary as ‘Us and Them’. Millennia ago, with the new technology of the written word, we were able to form ways of organizing society on a larger scale with institutions like kingdoms, religions, and later nation states — reducing tribal rivalries but too often creating cross-national conflicts. Later, markets and trading were extended with the printed word, and trade helped to reduce conflict in order to increase profits.

Currently the market form dominates, to the detriment of society as a whole, as the profit motive in the long run will impoverish the earth. For example, Canada tried to use the market to handle its waste, which has recently backfired. We need new ways to deal with global issues, and neither an institutional nor a market approach can deal with them.

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