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Organizations are failing more quickly than ever before, and many leaders know their company needsĀ to change.Ā However, most corporateĀ change efforts are ineffective.Ā The time has come to acknowledge that organizationalĀ change itself is an āoutdated paradigm.ā
Compulsory changeĀ seldom works. The kind ofĀ structural organizational change youāre seekingĀ requires a shared transitionĀ into higher consciousness and āevolutionary leadership.āĀ
āThe creation of an evolutionary organization is a natural consequence of leaders choosing to be evolutionary.ā
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You can update your organization by helping your leaders evolve so that your company can evolve as well.
Traditional change efforts often fail because leaders mistakenly view their organizations as easy to understand.Ā
They assume any change effort containingĀ measurable, easy-to-follow stepsĀ will work.Ā
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AĀ change program should map the patterns behind your āresults, organizational change, organizational culture, people, use of power, leadershipā andĀ āunderstanding reality.ā
Leaders can select among various growth patternsĀ when they determineĀ howĀ to shift their companies from conventional to evolutionary.Ā These patterns show the realistic cause-and-effect relationships that shape the life of an organization.
āLike the law of gravity, the Laws of Organizational Dynamics are always in effect. Ignorance of a law does not excuse one from the consequences when they break it.ā
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EvolutionaryĀ leaders strive for both system improvement and higher consciousness. They lead ābeyond change.ā
Evolutionary leadership is the next step beyond servant leadership.Ā It hasĀ two dimensions: āBeingā ā whenĀ leaders commitĀ to evolving to a higher level of consciousness ā and āDoingā ā when leaders commitĀ to individual improvement (as outlined in the SELF program)Ā that inspires people and leads to team and systemic improvement.
āResponsibility is the key factor that will lead to successful self-organization and self-management.ā
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Executives and managers must become self-aware in order to help their people and their organizations evolve.Ā They mustĀ lead beyond change, which means:
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Leaders must be realistic, so be aware that when your brain gets overloaded, it tends to generalize, distort or delete information.Ā
Leaders must manage themselves before they canĀ manage their companies.Ā Many organizations become weak or fail because their leaders are unwilling to deal with disagreeableĀ data. They ignore real-world trends and issues.Ā These companies, like misguided individuals, operate in a state of denial. They accept a distorted picture and duck their responsibility to deal withĀ reality.Ā To succeed, companies need leaders who accept reality.
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Leaders have to rise above these natural tendencies to defeat denial. When corporations ā and their leaders ā cling to denial, they make terrible choices. Solutions derived from these bad decisions turn out not to be solutions at all. Many times, they become additional problems.Ā Ā Ā Ā Ā Ā
āOur perceptions are our model of reality and are often not as accurate as we assume.ā
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To learn, you must keep your mindĀ open to new ideas.Ā Believing you know it all kills clear thinking.
Having an āI-know-thisā attitude keeps you from learning and being open to new ideas.Ā A famous Zen koan presents this concept in clear terms. Nan-inĀ was a Japanese Zen master who lived inĀ the Meiji era (1868 - 1912). OneĀ day, a university professor visited Nan-in to learn everything he could about Zen.
āBe the change you want to see in the world. (Mahatma Gandhi)ā
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To gainĀ knowledge, you must remain open to new information. The flip side of learning is āunlearning,ā giving up your existingĀ models of reality when they proveĀ no longer useful.Ā Many times, you cannot learn unless you unlearn first.
āWhen humanity shifts into a higher state of consciousness (i.e., inner peace, connection, abundance and collaboration, etc.), thoughts will change and behaviors will change.ā
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Achieving self-awareness is a vital component of your evolving self,Ā an essential stop on your leadership journey. Becoming more self-awareĀ can be liberating and empowering,Ā but taking this step requires the courage and motivation to accept the challenging process of evolving.
āThe most important activity for a leader isā¦self-evolution.ā
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Be alert to these important steps of personal evolution.
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Be accountable for theĀ choices that define your leadership.
When you lead beyond change,Ā you will become aware ofĀ crucial choices only you can make. You will understand that practically everything that occursĀ in your sphere at work reflectsĀ on your personal leadership.Ā
āYou canāt use an old map to explore a new world.ā (Albert Einstein)
This accountability will include how you grow as a leader, important facets ofĀ your organizationāsĀ processes and procedures, anyĀ ongoing corporate changes, the way your firm treats its employees, and howĀ the leaders you appoint and mentor also evolve.
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CURATOR'S NOTE
A Practical Guide to Evolving Business Agility
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