Lead Together

Leading Together starts with our individual understanding and embodiment of what it means to lead together and how as an individual you currently practice and empower through example. Something better is possible when we lead shoulder to shoulder and create the conditions for the development of all. The course will include actionable methods in often limiting areas of current leadership practices.

We will explore individual and collective practices around:

• Roles and Agreements - Leaders are powerful because they have more context, by distributing context through the co-development of clear roles and agreements we also enable the distribution of power and leadership. But what does this look like in practice?
• How to be in Adult-to-Adult relationships at work - When we lead together, we no longer look towards a single leader or manager in the system, and we step outside of parent-child dynamics and into adult-adult dynamics. This shift is bigger than we think, and involves a lot of…
• … Deliberate Development - Leading together requires deliberate development, individually and collectively. Beyond mutual accountability, how do we create supportive containers for mutual growth?
• The Courage to Practice - It is not enough to learn the theory. We must also practice - but before we can practice we must develop our courage too. Where can we develop our courage to practice? How can we find mutual support to do so?
• Collective Decision Making - We shy away from making decisions as a group because we fear it will take too much time and sap energy - is it possible to make collective decisions and be clear about where decision making authority lies without slowing down? Emphatically, yes!
• Emergent Strategy - Making sense of, and making decisions about strategy, is often considered an executive-level decision. What if you could distribute strategy making throughout your organisation? You can and you should.
• Power-over and Power-with / Purpose and Power - How do we work with power as we intentionally distribute leadership? How do we navigate resistance to transformation when you are no longer in the business of “command and control”, “getting buy-in” or “convincing”?

‍

… there’s an aliveness that comes when we finally dare to speak things (from our integrity) and not numb ourselves constantly, not push them away. And I’ve certainly seen leaders who had the courage to be honest with themselves, I’ve really seen that in action. There’s an aliveness that comes, there’s something liberating about naming these things and saying, “I don’t know what the answer is but this feels important to me.”                

             - Frederic Laloux, author of Reinventing Organizations