Organizations today, will need to change the way they view leadership to become organizations of the future. Holacracy and self-organizing teams require different skill sets than traditional hierarchical organizations.
The focus of leaders has been to increase workforce productivity. With increased automation the new focus is employee wellbeing while increasing business agility to adapt to changes in the markets. Stress related illnesses among employees are continuously increasing, which is a direct results of corporate leaderships inability to create safe spaces for work.
Traditionally trained managers will not be able to lead millennials successfully. Especially authenticity and transparency are traits that need to create trust and credibility, so others will follow.
Classic hierarchical management structures showed to be too slow for effective decision making. The future is “self-organizing teams.” These new teams are however seldom prepared to actually organize themselves, this is why mangers need to become coaches for their teams, and train them not only to identify conflicts in roles, responsibilities and work flows, but also to help them develop identity and meaning within the organization.
Current leadership programs usually contain some of the following concepts personality development (Wilber), Zurich Ressource Model, St. Gallen Leadership Model, New Systemic Theory (Luhmann), non violent communication, mindfulness or the eco system (Scharmer). While they are all important and wise to learn, the problem arises when employees learn different methods and then try to implement them after training at home in their organization. Since they all speak a different language they cannot explain themselves to another and everybody thinks that the method they learned is the best. Well, the result is that often that no method is really fully implemented but somewhat used, which produces worse result, that if a inferior method would have been consistently implemented. Not every company who thinks that they are using agile development is actually doing agile development. This problem can only be solved with one unified language of change and transformation. So instead of learning all those different methods and languages, our pseudomorph framework enables your employees to talk and understand each other regardless of their own knowledge background or training. Basically the pseudomorph framework translates knowledge categories and strings from one language or framework into another by explaining similarities and differences of categories and their meaning.
Our leadership concept integrates all those approaches and several additional ones including perception and meaning making, crowd intelligence (self organizing teams) and neuroscience.We believe, that leaders of future organizations need to be able to speak the language of their team members mental, emotional or behavioral model. We believe it is not enough to understand your dominant style of leadership, but to be able to adapt to any leadership style that is necessary to solve a problem.
Future leaders need to become change agents. Change is always a solution to a perceived problem. Whether the solution is a good or bad is a different story. The problem with every change is that first the problem needs to be understood. This is only possible by aligning first thinking, feeling and acting to the person voicing the problem. Empathy is therefore the first skill necessary for alignment. Since every problem is after all a problem of flow or balance, the next skill necessary for change is “change of self” to balance the system and to enable flow again. This requires future leaders to transform into whatever is necessary to balance the system. Resorting to the excuse “that is my personality” is not working anymore, because it does not matter what your personality is, the only aspect that matters is whether a problem can be solved, even if it requires changes in personality to meet the objective of a balanced system.
Future leaders of organizations need to be rainmakers, who are able to spot talent, and to create conditions for growth, or waves of inspiration for others. We have identified the rainmaker qualities by analysing wave functions and their conditions, and translating them to human thinking, feeling and acting.
Leaders have to constantly juggle conflicting interests between individuals needs and company needs. In addition, one of the most frequent questions a leader has is: “Does he not want to, or is he not able to…”
Although this question troubles many people in leadership positions, the answer is quite simple: “It does not matter!” The problem is not “if”, but under what conditions do employee want to, and under what conditions don’t they want to, and even for very good reasons.
So leaders are responsible for creating conditions, so employees “want to, if they should to.” And here lies the big difference in our approach to leadership.
Leaders have to tell and show the core of a culture, and employees will watch superiors very carefully, if they walk the talk. Authenticity and transparency are core skills, that are required.
Future leaders need to become experts in recognizing pattern of talent, changing conditions, so potential can learn and grow, and provide meaning and purpose for their teams.