This informative and practical book helps leaders develop adaptive leadership mindsets and skills to address the myriad intersecting challenges shaping today’s workplace. Through the Flux 5 framework, organizational culture and systems experts Sharon Ravitch and Liza Herzog help leaders, teams, and organizations create the organizational conditions to drive and enact adaptive change. At a time of unprecedented workplace flux, leader roles are constantly being redefined, requiring more finely attuned leader mindsets, frames for leadership, and skillsets for moving the dial on individual and organizational sense-making for cultural and institutional excellence. Based on five mindsets – Inquiry Mindset, Humanizing Mindset, Systems Mindset, Entrepreneurial Mindset, and Equity Mindset – the Flux 5 framework teaches leaders to drive adaptive change as a tool of professional and organizational development. Using embedded leader learning activations and organizational practices, the book guides leaders to develop each mindset as they read. The book encourages leaders (and their organizations in diffusion effect) to cultivate a visionary and resonant leadership approach at the intersection of crisis leadership, professional and human development, systems thinking, entrepreneurial leadership, and organizational equity frameworks. Succinct, accessible, pragmatic, and inspiring, this useful guide will grab the interest of leaders, teams, and organizations across sectors, organizational types, and business contexts, and engage professors, students, and practitioners of leadership, management, organizational psychology, and organizational development.
In an era defined by unrelenting change and technological upheaval, the hallmark of effective leadership is no longer measured by your skill set alone – it is increasingly defined by your mindset. The Leadership Mindset – Be R.E.M.A.R.K.A.B.L.E. carefully outlines the mental shifts required to lead with vision, empathy, and resilience in the 21st century. From the corporate boardroom to the dynamic start-up environment, the guidance outlined in these pages is universal. Karen Ferris, renowned for her leadership and organizational change expertise, captures the essence of transformative leadership within the R.E.M.A.R.K.A.B.L.E. acronym. Each letter is a stepping stone for building an indomitable leadership persona. Jam-packed with research, case studies, and real-life examples, this book will help you transcend traditional leadership paradigms and embrace the learning mindset crucial for navigating the complexities of our time. Endorsed by industry experts as a transformative blueprint for aspirational leadership, this book is a call to action. Embrace the R.E.M.A.R.K.A.B.L.E. mindset and lead the charge in a world hungry for authentic, influential, and visionary leaders. Just as the world evolves, so must you. Step into the journey of becoming R.E.M.A.R.K.A.B.L.E.
A hands-on, practical guide, "Practice of Adaptive Leadership" contains stories, tools, diagrams, cases, and worksheets to help managers develop their skills as leaders who are able to take people outside their comfort zones and address the toughest challenges.
Transform your organization! To truly transform your organization, you must learn to transform your own mindset. Beyond Change Management-the only book specifically about the interaction of leadership style, mindset, and the change process-revolutionizes leaders' approach to transformational change. Shattering the myth that transformation can be managed, this book-part of the Practicing OD Series--offers you new directions and ways of thinking and behaving that are essential for successful change. Its unique approach brings organization development (OD) into the mainstream of leaders' approaches to change, expanding and integrating the fields of OD, leadership, change management, and consciousness. You'll also get: ready-to-use worksheets questionnaires guidelines "Powerful business solutions to the current chaos facing many organizations today. Dean Anderson and Linda Ackerman Anderson get to the heart of change, the human touch, by using timeless techniques and tools." --Ken Blanchard, coauthor, The One Minute Manager and Gung Ho! "The authors combine their keen observations, sharp insights, and open hearts to produce towering works that will stand as lasting contributions to leadership and organization development. . . .[t]hey guide us along a path of personal discovery so that we may have the strength of spirit to risk the creation of more meaningful organizations." --Jim Kouzes, coauthor, The Leadership Challenge and Encouraging the Hear
Don’t just survive adversity: turn it to your advantage To succeed as a high-performing leader today, you need to know how to navigate extreme change and uncertainty. Toolkit for Turbulence unpacks the mindset and methods used by top leaders and teams to assess, adapt, and respond to unforeseen challenges and ambiguity. With this book, you’ll learn how to seize the unexpected as an opportunity to develop your leadership capabilities and build a more adaptive team. From visual models to guided frameworks, Toolkit for Turbulence shares easy-to-implement core tools that you can use to construct your own leadership solutions — solutions that suit the unique needs of your team, your enterprise, and your community. Authors Graham Winter and Martin Bean CBE share timely advice and practical strategies, together with compelling, real-world stories from prominent executive leaders across a variety of industries. In Toolkit for Turbulence, you’ll discover how top leaders succeed even in times of crisis. Backed by performance psychology, the tools in this book will show you how to build the flexibility and resilience your team needs to thrive in a volatile, unpredictable world. In Toolkit for Turbulence, you’ll learn how to: Be an advantage leader: a leader who welcomes disruption, grasps opportunities to adapt, and builds teams and cultures capable of turning adversity into advantage Use learning loops and training canvases to guide your team in responding effectively and continuously to challenges Recognise and embrace nonlinear challenges, which require leaders and teams to adopt new ways of thinking and working Be responsive and proactive (rather than reactive and defensive) and recalibrate when things don’t go as expected Develop a resilient, adaptive leadership mindset, training your mind and transforming the way you think and behave With Toolkit for Turbulence, executives and leaders at all levels can build their strategies for weathering today’s only certainty: uncertainty. Its crucial insights into how to pivot dynamically and successfully will prepare you to navigate the unexpected with your organisation and your team — every day, in real life and real time.
We live in a challenging, complex, inter-connected and unpredictable world beset by a range of seemingly insoluble problems. But, says Michael Fullan—an internationally acclaimed authority on organizational change—we have an increasing understanding of how to tackle complex change. This involves developing a new kind of leader: one who recognizes what is needed to bring about deep and lasting changes in living systems at all levels. These leaders need a deep understanding of what motivates us as human beings and how we tap into and influence other people's self-motivation. In his previous best-selling books The Six Secrets of Change, Leading in a Culture of Change, and Turnaround Leadership, Michael Fullan examined the concepts and processes of change. In Change Leader he turns his focus to the core practices of leadership that are so vital for leading in today's complex world. He reveals seven core practices for today's leaders, all of which appear to be deceptively simple but actually get to the essence of what differentiates a powerful leader from one who is merely competent: Practice Drives Theory Be Resolute Motivate the Masses Collaborate to Compete Learn Confidently Know Your Impact Sustain Simplexity Throughout the book Fullan argues that powerful leaders have built bedrocks of credibility, have learned how to identify the few things that matter most, and know how to leverage their skills in ways that benefit their entire organization. The author shows leaders how to avoid policies and strategies that focus on shallow and short-term goals and develop leadership skills for long-term success. With a wealth of illustrative examples from business, education, nonprofit, and government sectors Change Leader provides a much-needed leadership guide for today's turbulent climate.
Leadership during a challenging time or crisis requires more than just one leader making decisions; it requires inclusive yet focused leadership that can lead others to find solutions that may exist. But how can leadership prepare for this leadership challenge? And, when a challenge occurs, how does leadership respond to find the best solutions? This skill will provide a framework for leaders to best prepare for and respond to a challenging time or crisis and suggest ways to create leadership solutions through an inclusive, adaptive leadership process. In our ever-evolving world today, the amount and speed of information create greater leadership challenges. These challenges are best met with a group effort--leaders cannot always find the needed solution through their own experiences and abilities. The adaptive leadership process focuses on getting others involved to find solutions to challenges and problems. This process of getting others involved creates a sense of ownership of the challenge and, as the Chinese philosopher Lau Tzu stated, "A leader is best when people barely know he exists, when his work is done, his aim fulfilled, they will say: we did it ourselves." The sense of doing it themselves is at the heart of the adaptive leadership process and is critical for finding solutions that do not exist, especially during challenging times or when a crisis occurs. The leadership process during difficult times or crises is very similar to that during normal times: getting others to do what you want them to do and having them want to do it. General and President Dwight Eisenhower stated, "Now I think, speaking roughly, by leadership we mean the art of getting someone else to do something that you want done because he wants to do it, not because your position of power can compel him to do it, or your position of authority" (Remarks at the Annual Conference of the Society for Personnel Administration, 5/12/54). The key is to know who you are leading and understand what creates that feeling inside others, the desire to do what you want them to do (intrinsic motivation), especially during a challenging time or crisis. This skill will use two examples of leadership during a challenging/crisis time; one to illustrate leadership in a large organization and context and a second on a smaller scale. Since the terrorist attacks on September 11, 2001 (9/11), the United States Army has been engaged in a Global War on Terrorism (GWOT) that has brought about significant changes in the United States Army during very challenging times. These changes have evolved as the United States Army has faced challenges from enemies that are significantly different from previous threats to United States national security. Ultimately, the United States military has had to modify its structure, doctrine, training, and equipment--all while fighting an ever-evolving enemy located both within its borders and throughout various global geographic locations (Kretchik, 2011). The US Army's leadership philosophy has also changed during the GWOT. The hierarchal leadership philosophy before 9/11 was not possible when fighting in Iraq and Afghanistan due to the number of isolated outposts needed throughout the region. Young soldiers were also responsible for maintaining order over large groups of civilians, often groups of several thousand, who had a different culture to those in the United States. These challenges required United States Army leaders to engage in the adaptive leadership process to innovate and adapt quickly while fighting, despite not knowing the correct solutions. On a smaller scale, many small businesses had to adapt to an entirely new environment due to the COVID pandemic. Management operations, much greater reliance on technology, delivery techniques, and many other aspects had to change rapidly for many small businesses to survive. Leadership also had to adapt as in-person, personal contact was not possible, and the use of other technologies created a form of virtual leadership. This module will follow Anya, a first-generation Russian immigrant, who owned a restaurant in a mid-western city that had to significantly change the way she operated her restaurant to keep the business alive. This skill will begin with understanding what and how to lead during a challenging time or crisis. We will then go on to explore how to find solutions that do not presently exist using Heifetz and Laurie's adaptive leadership model and Kotter's leading change model. Last, the module will suggest ways to create or increase the intrinsic motivation within those you lead.
Change and uncertainty aren't going away. You can help your team navigate the storm and embrace them. In The Change Mindset, leadership development expert Andy Craggs unpicks the main reasons why teams fail when it comes to dealing with change and navigating uncertainty. He defines the common traps that lead to failure; from not allowing yourself to reimagine the possible, mimicking the behaviour that your competition has shown when dealing with change, to doubting yourself and your team. Leading through change requires business leaders to be courageous and to show empathy, both for themselves and their people. With those attributes, this book, which is steeped in behavioural and organizational psychology analysis, catapults you to developing meaningful and long-lasting adaptability and resilience in the face of uncertainty. Join the author in his exploration of transitions, and hear from world-renowned business, academia, arts and social enterprise leaders who share their own dealings with change. They show us the way in how they have grown to manage change for themselves and the people around them.
This book will enable leaders to manage change in a more proactive, tailored and engaged manner to increase the likelihood of achieving the expected outcomes of the change initiatives. Leaders today must be able to embed resiliency into their organizations and to re-position change as a natural process. Being an effective change agent has become a critical leadership competency for 21st Century leaders. With these factors in mind, we are proposing a new approach to change in this book (the C6 Change Leadership Framework), as a means to mitigate “Change Fatigue” and to enhance a leader’s ability to positively affect change in their organizations. This book will enable leaders to manage change in a more proactive, tailored and engaged manner to increase the likelihood of achieving the expected outcomes of the change initiatives.
Most leadership assumptions are based on a deterministic view of the world. If you do X you should get Y, process can be employed for most things, and more complicated problems can be analysed to enable better decisions. Whilst these approaches suit the Simple and the Complicated, they do not work so well for the Complex. The Complex needs a different approach the core of which is to enable the organisation being led to be agile and self-organising. More for Less introduces a new paradigm for leadership, Leadership 4.0. Based on his previous book, Complex Adaptive Leadership, Nick Obolensky has created a simple and step by step approach to Leadership 4.0 whilst challenging and questioning the reader to be more effective and less busy. This book is an essential tool for the busy leader and manager and will appeal to practitioners wishing to improve their leadership effectiveness. It will also appeal to students and researchers in the field of leadership.
