Leading from the Roots
2 - nature runs on sunlight
culture assesssment:
- what drains your energy?
- what gives you energy?
bricklayer story
one man meets 3 bricklayers.
"What are you doing?"
first: "i am laying bricks"
"what are you doing?"
second: "i am building a wall"
"what are you doing?"
third: "I am building a Cathedral!"
3 components
- authentic relationships
- shared higher purpose
- reciprocity
organigramm : draw it as a tree. everyone is connected and needed by the whole. how is it connected to the outside world?
role description: more listing the relationships that should be maintained than the tasks to do.
3 - in nature waste is never wasted
in nature, waste of one becomes food for another.
lots of wasted human time in organizations.
- wondering - what is decided behind closed doors?
frontline workers should have a way to share their knowledge. thos who are at the boundaries to the outside.
- individuals hold knowledge, dont pass it on to others, and then leave the org with it.
taylorism factory lines personal time management -> relation between person and task
generous organisation focusses on interdependencies and relations in org.
develop emotional intelligence of leaders and employees!
emotions travel faster than rational thought. sometimes within shadow -cultures.
be aware of how your emotions shape your behavior.
controling behavior can be counterproductive. fear and distrust drive these actions.
emotions need to be named.
seeing chaos as dangerous -> seeking security in control
control hinders flexibility
if i dont name the disfunction and drama, it doesnt exist and i dont have to solve it.
! cultivate a culture of transparency
lack of trust and lack of transparency creates an exponential energy drain
share individual knowledge and wisdom. in indigenous communities elders take this role. they keep old knowledge.
consumptive organisations see transitions as "out with the old, in with the new". a lot is lost in this process.
natures design is to build redundancy for all critical functions. so if one fails, another can take over. there is always a backup. it is not efficient in the short term. but build resilience for the long run. develop benches for critical positions. if one critical person gets sick or injured. encourage this behavior.
let go of the practice of privatizing knowledge and assets. in a living system, the whole is more than the sum of its parts. things that exist in the whole but not in the parts. it emerges from the relationships.
prince henry price. portugal had a lot of ship captains. each had their own map and kept them private. prince henry made them share it.