Leadership Landscapes

Cover......Page 1
Table of Contents......Page 6
Preface......Page 9
Acknowledgements......Page 15
1 Introduction......Page 16
1.1 A “considered” approach......Page 18
1.2 Two main ideas......Page 19
1.3 Seeing, being, and doing......Page 20
2 Leadership Landscapes......Page 22
2.1 Leadership is relational......Page 23
2.2 Leadership landscapes master perspective......Page 25
2.4 Functions of the leadership landscapes perspective......Page 28
2.4.1 Atlas function......Page 29
2.4.3 Presencing device......Page 30
2.4.5 Balancing function......Page 31
2.5 Case study......Page 32
2.5.1 Case: outsourcing......Page 34
2.6 Integrated leadership......Page 38
2.6.1 Roots of integration......Page 40
3 The Equanimity Shift to Dynamic Balance......Page 44
3.1 The pieces of equanimity......Page 48
3.1.1 An eye for possibility......Page 50
3.1.2 Reframing......Page 51
3.1.3 Being present and projecting presence......Page 54
3.1.4 Recovering oneself......Page 55
3.1.5 Enduring commitment......Page 56
3.2 The whole of equanimity......Page 59
4 Leadership Seeing: How We Enact an Eye for Possibility and Reframe......Page 60
4.1 Eye for Possibility......Page 61
4.2 Sharpening an Eye for Possibility......Page 63
4.3 The art of reframing......Page 65
4.4 Key principles of reframing......Page 69
4.4.1 Key principle 1: honoring diversity......Page 70
4.4.2 Key principle 2: the safe space to create......Page 76
4.5 Working across the landscapes......Page 78
5 Leadership Being: Commitment......Page 82
5.2 Episodic Commitment......Page 83
5.3 Immediate Intent......Page 84
5.4 Common Fire......Page 85
5.5 Working with commitment......Page 86
5.6 Sustaining commitments......Page 87
6 Leadership Doing: How We Recover and Radiate Presence......Page 92
6.1 Action and decision taking......Page 95
6.2 Making conscious decisions (or not), and the risk of slipping into irrecoverable territory......Page 96
6.3.1 Presence in relationship to leadership landscapes......Page 99
6.4 Recovery......Page 102
6.4.1 The remarkable Dr Juan Rada......Page 103
7 Moments of Truth: Putting It to Practice......Page 110
7.1 Recognizing Moments of Truth......Page 111
7.2 Rising to the leadership challenge in our Moments of Truth......Page 114
7.2.1 Seeing......Page 115
7.2.2 Being......Page 116
7.2.3 Doing......Page 117
8 Toward Mastery: How to Do This?......Page 120
8.1 Mastery......Page 121
8.2 Practice......Page 122
8.3 Practice 1: Landscape balancing diagnostic......Page 125
8.3.1 Leadership landscapes default behavior......Page 127
8.4.1 Step 1: discover issues......Page 129
8.4.3 Step 3: create dimensions......Page 130
8.4.4 Step 4: discuss dimensions and relations......Page 131
8.4.6 Optional extensions......Page 133
8.4.7 Examples of inquiry mapping and powerful dimensions......Page 134
8.4.8 Why is this technique any different from just brainstorming or other workshop tools?......Page 135
8.5 Practice 3: The Reflective Moment......Page 136
8.5.1 Personal reflection......Page 139
8.6.1 Margaret Mead and Gregory Bateson......Page 140
8.6.2 Steve Jobs and Steve Wozniak......Page 142
8.6.3 Initiating conversational partnerships......Page 144
8.6.4 Coaching as conversational partnership for reflective practice......Page 145
8.7 Practice 5: FutureFacts......Page 147
8.7.2 Phase 2: storyboarding futures......Page 148
8.7.3 Phase 3: drawing implications......Page 149
9 Classical Illustration......Page 152
9.1 The Northwest Passage......Page 153
9.2 The man who ate his boots......Page 155
9.3 Franklin’s perspective......Page 156
9.4 Amundsen’s breakthrough......Page 157
Notes......Page 164
Index......Page 168