Archive for the 'leadership' Category

Women in public leaderschip

Sunday, February 14th, 2010

I’m a fan of Jack Ricchiuto (regular leaders have noticed this lately!), and I am reading his small blog posts with anticipation and gratittude, because many times he gives voice to something that was bubbling in me already. Here one of these little gems, with the title Women in public leadership:

“In a community gathering recently focused on authentic community engagement, almost every regional government leader participating was a woman leader. The absent men were obviously hunting and gathering godknowswhat.

It invites all sorts of allusions to the inclusive nature of feminine energy. And it is a call for more leaders to the practice of fusion, not a continued specialization, of gender energy. If it takes more wise women in civic leadership to bring this about, let the revolution begin. But, the simple replacement of men with women will not be enough to bring this fusion of energies. It will take gender-collaborative, rather than gender-competitive, dialogue around the synergies of power and inclusion.

Communities will become whole when power and inclusion becomes whole.”

(To readers who want more of the Women Moving the Edge story… it is coming; next week for sure!)

Thrivancy

Saturday, January 9th, 2010

Lately I start to replace the word sustainability with thrivability, and now I came across the word trivancy. The big English-Dutch dictionary that I have here doesn’t know any of these two words… I expect them to mean the same…

Here is what Jack Ricchiuto (yes, again from him!) writes as part of a longer article:

The good news is that all groups can thrive. The quickest way for groups to experience more thrivancy is to design them for more thrivancy. Like everything else in life, thrivancy happens by design. Things always perform as they’re designed to perform.

The work of designing groups for greater thrivancy is the work of designing the four core elements of a group’s interactional space. When any of the four elements of this space is better designed for thrivancy, groups become smarter and better together.

Leadership in a connected world

Thursday, September 17th, 2009

Here is someone who puts words on the unstructured thoughts in my head: Jack Ricchiuto writes about The Future of Leadership in a Connected World. I love the clear message he gives. This leadership must provide and facilitate the conversations that lead to:
alignment
learning
and culture!
Simple, but there is HUGE truth in it; and it has a lot of consequences!

Commitment

Thursday, September 3rd, 2009

Via Toke Moeller and it speaks to my heart, gut and mind!

Commitment

To be committed means we are willing to make a promise with no expectation of return; a promise void of barter and not conditional on another’s action.

In the absence of this, we are constantly in the position of reacting to the choices of others.

The cost of constantly reacting to the choices of others is increased cynicism and helplessness.

The ultimate cost of cynicism and helplessness is we resort to the use of force.

In this way the barter mentality that dominates our cultures helps create a proliferation of force.

The use of force is the essence of the past we are trying to transform.

Commitment, the antithesis of entitlement and barter, is to choose a path independent of reward.

It is a choice made in the absence of reciprocity.

This is the essence of power.

- Peter Block from Civic Engagement Series; writer of the book Community; The Structure of Belonging

Participatory Leadership

Saturday, August 22nd, 2009

Via the Art of Hosting emaillist Toke send us a harvest document that talks about Participatory Leadership. This is in other language the worldview that we train people in, in The Art of Hosting Meaningful Conversations. Here it is for you to enjoy!

How do you explain participatory leadership in one sentence?

o Imagine… a meeting of 60 people, where in an hour you would have heard everyone and at the end you would have precisely identified the 5 most important points that people are willing to act on together.

o When appropriate, deeper engagement of all in service of our purpose.

o Hierarchy is good for maintenance, participatory leadership is good for innovation and adapting to change.

o Complements the organigramme units with task force work groups on projects.

o Look at how well they did it in ….. – We could be the ones everybody looks at.

o Using all knowledge, expertise, conflicts, etc. available to achieve the common good on any issue.

o It allows to deal with complex issues by using the collective intelligence of all people concerned & getting their buy-in.

o Participatory Leadership is methods, techniques, tips, tricks, tools to evolve, to lead, to create synergy, to share experience, to lead a team, to create a transversal network, to manage a project, an away day, brainstorming, change processes, strategic visions.

o Consult first, write the legislation after.

From Traditional ways of working -> To Participatory leadership complementing

Harvesting after the check-in circle


Individuals responsible for decisions -> Using collective intelligence to inform decision-making

No single person has the right answer, but somebody has to decide ->Together we can reach greater clarity - intelligence through diversity

Hierarchical lines of management ->Communities of practice

Wants to create a FAIL-SAFE environment ->Creates a SAFE-FAIL environment that promotes learning

Top-down agenda setting ->Set agenda together

I must speak to be noticed in meetings ->Harvesting what matters, from all sources

Communication in writing only ->Asking questions

Organisation chart determines work ->Task forces/purpose-oriented work in projects

People represent their services ->People are invited as human beings, attracted by the quality of the invitation

One-to-many information meetings ->A participatory process can inform the information!

Great for maintenance, implementation (doing what we know) ->When innovation is needed – learning what we don't know, to move on – engaging with constantly moving targets

Information sharing ->When engagement is needed from all, including those who usually don't contribute much.

Dealing with complaints by forwarding them to the hierarchy for action ->Dealing with complaints directly, with hierarchy trusting that solutions can come from the staff

Consultation through surveys, questionnaires, etc. ->Co-creating solutions together in real time, in presence of the whole system

Top-down ->Bottom-up

Management by control ->Management by trust

Questionnaires (contribution wanted from ...) ->Engagement processes – collective inquiry with stakeholders

Mechanistic ->Organic – if you treat the system like a machine, it responds like a living system

Top down orders – often without full information ->Top-down orders informed by consultation

Resistance to decisions from on high ->Better acceptance of decisions because of involvement

Silos/hierarchical structures ->More networks

Tasks dropped on people ->Follow your passion

Rigid organisation ->Flexible self-organisation

Policy design officer disconnected from stakeholders ->Direct consultation instead of via lobby organisations

People feel unheard/not listened to ->People feel heard

Working without a clear purpose and jumping to solutions ->Collective clarity of purpose is the invisible leader

Motivation via carrot & stick ->Motivation through engagement and ownership

Managing projects, not pre-jects ->Better preparation – going through chaos, open mind, taking account of other ideas

Focused on deliverables ->Focused on purpose – the rest falls into place

Result-oriented ->Purpose-oriented

Seeking answers ->Seeking questions

Pretending/acting ->Showing up as who you are

Broadcasting, boring, painful meetings ->Meetings where every voice is heard, participants leave energised

Chairing, reporting ->Hosting, harvesting, follow-up

Event & time-focused ->Good timing, ongoing conversation & adjustment

It is so easy!

Saturday, March 28th, 2009

I am impressed by this article and the simple truth that is in it… I copied it as a whole, because it is important that things like this get spread.
A city in Brazil recruited local farmers to help do something U.S. cities have yet to do: end hunger. by Frances Moore Lappé

“To search for solutions to hunger means to act within the principle that the status of a citizen surpasses that of a mere consumer.” CITY OF BELO HORIZONTE, BRAZIL

In writing Diet for a Small Planet, I learned one simple truth: Hunger is not caused by a scarcity of food but a scarcity of democracy. But that realization was only the beginning, for then I had to ask: What does a democracy look like that enables citizens to have a real voice in securing life’s essentials? Does it exist anywhere? Is it possible or a pipe dream? With hunger on the rise here in the United States-one in 10 of us is now turning to food stamps-these questions take on new urgency.To begin to conceive of the possibility of a culture of empowered citizens making democracy work for them, real-life stories help-not models to adopt wholesale, but examples that capture key lessons. For me, the story of Brazil’s fourth largest city, Belo Horizonte, is a rich trove of such lessons. Belo, a city of 2.5 million people, once had 11 percent of its population living in absolute poverty, and almost 20 percent of its children going hungry. Then in 1993, a newly elected administration declared food a right of citizenship. The officials said, in effect: If you are too poor to buy food in the market-you are no less a citizen. I am still accountable to you.

The new mayor, Patrus Ananias-now leader of the federal anti-hunger effort-began by creating a city agency, which included assembling a 20-member council of citizen, labor, business, and church representatives to advise in the design and implementation of a new food system. The city already involved regular citizens directly in allocating municipal resources-the “participatory budgeting” that started in the 1970s and has since spread across Brazil. During the first six years of Belo’s food-as-a-right policy, perhaps in response to the new emphasis on food security, the number of citizens engaging in the city’s participatory budgeting process doubled to more than 31,000.

The city agency developed dozens of innovations to assure everyone the right to food, especially by weaving together the interests of farmers and consumers. It offered local family farmers dozens of choice spots of public space on which to sell to urban consumers, essentially redistributing retailer mark-ups on produce-which often reached 100 percent-to consumers and the farmers. Farmers’ profits grew, since there was no wholesaler taking a cut. And poor people got access to fresh, healthy food.When my daughter Anna and I visited Belo Horizonte to write Hope’s Edge we approached one of these stands. A farmer in a cheerful green smock, emblazoned with “Direct from the Countryside,” grinned as she told us, “I am able to support three children from my five acres now. Since I got this contract with the city, I’ve even been able to buy a truck.”

The improved prospects of these Belo farmers were remarkable considering that, as these programs were getting underway, farmers in the country as a whole saw their incomes drop by almost half.

In addition to the farmer-run stands, the city makes good food available by offering entrepreneurs the opportunity to bid on the right to use well-trafficked plots of city land for “ABC” markets, from the Portuguese acronym for “food at low prices.” Today there are 34 such markets where the city determines a set price-about two-thirds of the market price-of about twenty healthy items, mostly from in-state farmers and chosen by store-owners. Everything else they can sell at the market price.

“For ABC sellers with the best spots, there’s another obligation attached to being able to use the city land,” a former manager within this city agency, Adriana Aranha, explained. “Every weekend they have to drive produce-laden trucks to the poor neighborhoods outside of the city center, so everyone can get good produce.”Another product of food-as-a-right thinking is three large, airy “People’s Restaurants” (Restaurante Popular), plus a few smaller venues, that daily serve 12,000 or more people using mostly locally grown food for the equivalent of less than 50 cents a meal. When Anna and I ate in one, we saw hundreds of diners-grandparents and newborns, young couples, clusters of men, mothers with toddlers. Some were in well-worn street clothes, others in uniform, still others in business suits.

“I’ve been coming here every day for five years and have gained six kilos,” beamed one elderly, energetic man in faded khakis.

“It’s silly to pay more somewhere else for lower quality food,” an athletic-looking young man in a military police uniform told us. “I’ve been eating here every day for two years. It’s a good way to save money to buy a house so I can get married,” he said with a smile.

No one has to prove they’re poor to eat in a People’s Restaurant, although about 85 percent of the diners are. The mixed clientele erases stigma and allows “food with dignity,” say those involved.Belo’s food security initiatives also include extensive community and school gardens as well as nutrition classes. Plus, money the federal government contributes toward school lunches, once spent on processed, corporate food, now buys whole food mostly from local growers.

“We’re fighting the concept that the state is a terrible, incompetent administrator,” Adriana explained. “We’re showing that the state doesn’t have to provide everything, it can facilitate. It can create channels for people to find solutions themselves.”

For instance, the city, in partnership with a local university, is working to “keep the market honest in part simply by providing information,” Adriana told us. They survey the price of 45 basic foods and household items at dozens of supermarkets, then post the results at bus stops, online, on television and radio, and in newspapers so people know where the cheapest prices are.

The shift in frame to food as a right also led the Belo hunger-fighters to look for novel solutions. In one successful experiment, egg shells, manioc leaves, and other material normally thrown away were ground and mixed into flour for school kids’ daily bread. This enriched food also goes to nursery school children, who receive three meals a day courtesy of the city.

“I knew we had so much hunger in the world. But what is so upsetting, what I didn’t know when I started this, is it’s so easy. It’s so easy to end it.”

The result of these and other related innovations?

In just a decade Belo Horizonte cut its infant death rate-widely used as evidence of hunger-by more than half, and today these initiatives benefit almost 40 percent of the city’s 2.5 million population. One six-month period in 1999 saw infant malnutrition in a sample group reduced by 50 percent. And between 1993 and 2002 Belo Horizonte was the only locality in which consumption of fruits and vegetables went up.

The cost of these efforts?

Around $10 million annually, or less than 2 percent of the city budget. That’s about a penny a day per Belo resident.

Behind this dramatic, life-saving change is what Adriana calls a “new social mentality”-the realization that “everyone in our city benefits if all of us have access to good food, so-like health care or education-quality food for all is a public good.”

The Belo experience shows that a right to food does not necessarily mean more public handouts (although in emergencies, of course, it does.) It can mean redefining the “free” in “free market” as the freedom of all to participate. It can mean, as in Belo, building citizen-government partnerships driven by values of inclusion and mutual respect.

And when imagining food as a right of citizenship, please note: No change in human nature is required! Through most of human evolution-except for the last few thousand of roughly 200,000 years-Homo sapiens lived in societies where pervasive sharing of food was the norm. As food sharers, “especially among unrelated individuals,” humans are unique, writes Michael Gurven, an authority on hunter-gatherer food transfers. Except in times of extreme privation, when some eat, all eat.

Before leaving Belo, Anna and I had time to reflect a bit with Adriana. We wondered whether she realized that her city may be one of the few in the world taking this approach-food as a right of membership in the human family. So I asked, “When you began, did you realize how important what you are doing was? How much difference it might make? How rare it is in the entire world?”

Listening to her long response in Portuguese without understanding, I tried to be patient. But when her eyes moistened, I nudged our interpreter. I wanted to know what had touched her emotions.

“I knew we had so much hunger in the world,” Adriana said. “But what is so upsetting, what I didn’t know when I started this, is it’s so easy. It’s so easy to end it.”

Adriana’s words have stayed with me. They will forever. They hold perhaps Belo’s greatest lesson: that it is easy to end hunger if we are willing to break free of limiting frames and to see with new eyes-if we trust our hard-wired fellow feeling and act, no longer as mere voters or protesters, for or against government, but as problem-solving partners with government accountable to us.

Frances Moore Lappé wrote this article as part of Food for Everyone, the Spring 2009 issue of YES! Magazine. Frances is the author of many books including Diet for a Small Planet and Get a Grip, co-founder of Food First and the Small Planet Institute, and a YES! contributing editor.The author thanks Dr. M. Jahi Chappell for his contribution to the article.

Thanks to Dave Pollard for the link!

Companioning

Wednesday, November 19th, 2008
IMG_2420

We ended our afternoon session with M. reading this to us:
Companioning is about being present to another person’s pain;
It is not about taking away the pain.

Companioning is about going to the wilderness of the soul with another human being;
it is not about thinking you are responisble for finding the wayout.

Companioning is about honoring the spirit;
it is not about focusing on the intellect.

Companioning is about listening with the heart;
it is not about analyzing with the head.

Companioning is about bearing witness to the struggles of others;
it is not about judging or directing those struggles.

Companioning is about walking alongside;
it is not about leading or being led.

Companioning means discovering the gifts of the sacred silence;
it is not about filling up everymoement with words.

Companioning is about respecting disorder and confusion;
it is not about imposing order and logic.

Companioning is about learning from others;
it is not about teaching them.

From: Alan Wolfelt

and after dinner we ended up in the hot tub….

fabulous…

What is longing to emerge in the being of leaders now?

Monday, November 17th, 2008

This is my spontaneous writing as answer to this question:
What is longing to emerge is a new kind of wholeness that hasn’t exited before. A wholeness that can’t be grasped or grabbed by the mind. So the mind has to surrender to something more, something bigger… into a network of knowing on the spot.
The being is not identified in identity (or personality), it learns to be identified with the field present and the context it resides in, in the moment.
The being of leaders is nothing that is related to personality, it is fuild and it is field-based.

What is ‘being a leader’ means in a biological eco-system?

IMG_2419

There is no separation between being and doing;
it is living-as-the-system,
living-as-the-field.
It is living-what-emerges,
no separation between leader and what is led.
There is no border,
no precipice,
it IS.

The intergenerational gap

Monday, November 17th, 2008
IMG_2414

I sensed M. was not connected to our field. Did she need something? Was there something to share?
Indeed! She had been developing a whole map around Emergent or Regenerative Leadership. How is this leadership being formed?

She noticed in a gathering with the Pioneers of Change that these young people where doing great work but didn’t have a clue why some people would not understand them. She wanted to check this map with us, not in a mental way, but with all our senses, with our Wholeness of Knowing. We would use drawing, music, automatic writing, constellation to give her feedback and input from our different perspectives. This was a feminine way of strategic planning! And so much came out of it!

IMG_2426

We first concentrated on the first bit of her map: the I, the person of the leader. This translated in the question: What is longing to emerge in the being of leaders now?
It is heard to tell the depth of insights and the emotions touched by all of us. We became very aware of the difference in paradigm between the young people and the older ones.

IMG_2417

Sensing into this question and drawing it made clear for L. why she had such a hard time understanding her daughter. She spoke how she could sense the energy going in so much directions, from process to outcome, to proces, to outcome, on and on. She sensed a kind of leadership that was willing to step out of the way, ‘willing to go behind’ to let things emerge. And these leaders being in many places, all working in a similar fashion. But then she realised what was missing! So much passion, but no com-passion, no ‘real’ heart in it, not a humility that mostly comes with age.

IMG_2415

S. – being the younger generation here – was in awe for what she heard. She totally resonated with L’s words and could add her perspective. She named that in her ‘living all over the place’ she was longing for solid grounding, someone like her dad, who could hold the core while she would do her ten thousand things.
Now I understood the real inter-generational issue. This was what I had been longing and expecting to see in the summer in Axladtisa. Now it emerged here in our little circle with so much clarity.

IMG_2427

When time is collapsing

Thursday, July 3rd, 2008

Some weeks ago I told a good friend that I want to live in the energy or space or field where I can always ‘act in an instant’. This ‘acting in an instant’ is used by Otto Scharmer in his Theory U. It describes how you can be totally aligned in your self with your thinking, your emotions, and your actions and at the same time also be in harmony with your environment and third in resonance with the future that is emerging through you.

flower2

So, it is not following some instincts, or giving in to your longings. To me it is an alignment of your personality and your soul. In my experience it is a way of being totally alive. I guess it is like a bud of a flower, opening itself up more and more, step-by-step – a better word here is unfolding.
The difference between myself and the flower bud is that I get excited, and the flower is ‘just growing’? Or maybe the flower is always excited?

Why do I feel excited? Most likely because I wasn’t fully alive before. I was holding back a lot, I was silent, I didn’t take myself serious and many more ways of being ‘normal’ and ‘obedient’ instead of being fully alive.

Acting in an instant, it feels so good! The days and moments that it happens follow each other quicker and quicker. As if time collapses! There isn’t much scheduled in my calendar, which makes it possible to act in the now: to finish tasks right away; to take steps ‘one conference call at a time’, no big projects are figured out into detail, which then need to be accomplished, but a sensing of ‘right time, right space, right people’.

If time collapses, then space should collapse too. I can see glimpses of it in the ease of conference and Skype calls connecting people easily across the globe, in sending text messages from Belgium to Israel, but I am wondering,
if the time-space continuum really collapses can I disappear from here and appear right next to you???


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