Leading With Depth
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
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
there, post, discuss, etc.
time to reach my inner circle….
Purchase my new
book in private launch: