Leading With Space
How To Use A Integral Model To Lead With Dimension
Over the years I've been inspired to try to create in my own leadership dilemmas and in those situations I've encountered and those I've yet to encounter...an integral model of leadership. Even though my integral model is more differential, let me start with integral.
I've written extensively about "what-is-integral."
Today I returned from a week in Russia. I must say that each time I go, it's a much different experience--and this time it was no different. Next week, I'm going to write about the "Turquoise Rainbow" but for now, I wanted to provide you with some background on dimensionalizing leadership through an integral approach.
The Leadership Tool I use to lead with dimension is to understand the situation and it's leadership consequences through the following ideas:
- Professional (ethics, legal and moral)
- Business (Processes)
- Network (Ecology)
- Internal (what the end user can't see)
- External (what the end user can see and interact with)
- Financial (all things economic...)
- Developmental (learning, innovation and growth)
- The Past (history)
- Now (present)
- Near (6-18 mos)
- Far (>18 mos)
- there are many different ways to look at space
The reason for not differentiating space here is to give you a breather on the model so to speak. If you realize that MOST of everything we are, know and do has to do with space, then you see why leadership space is critical. I'll write more about this at some point.
Ok, so that's the short-list of the model.
The reasons I saw validated in Russia are that much of what leaders are doing is confined to a pretty linear approach, usually one which is extremely thin-sliced.
The issue of bringing up this model is important because the problems we have now in leadership are so complex that a narrow approach, without depth and dimension is going to do nothing more than postpone current problems.
Then the problems come back in forms which are MUCH more difficult to manage. This leaves leaders with VERY narrow choices, which leads to an escalation of difficult choices--most of the more economical being eliminated.
One key I have found that this Integrated Model of Leadership produces is "space." And in the space, more efficient, effective and sustainable decisions can be made. Closing down the space of deciding may be the leading problem for leaders today--and what's more, they don't even know it's happening to them.
Here's the takeaway: If your leadership model doesn't include the use of space--in all forms--it's not an integral approach.
I have a blog, go there, post, discuss, etc.
Still time to reach my inner circle….
Purchase my new book in private launch: http://www.cprforthesoul.com/private