The Organizational Development Muse
Topics: process design, process consulting, Process Consultation, Leading at a Higher Level, discernmentarian, nonprofit leadership, servant leadership, Process consultation and design, It begins wtih design, organizational development consulting, Non-Profit Leadership, organizational process, strategic interim leadership, leadership failure, Organizational Transformation, leadership paradox, Organizational Life Cyle, sustainable vision, strategic planning, executive leadership, contextual leadership, stewardship based leadership, triple loop learning, organizational development muse, Convene, blurred communication, Mark L. Vincent, Design Group International, small business development, adaptive leadership, Organizational Management, leadership dynamic, action-reflection, mark vincent, organizational clarity, The Tao of Action-Reflection, steward leadership, leadership theory, leadership definition, leadership clarity, Developing Leaders, Change Management, leadership paradigm, Peer-based advising, leadership excellence, CEO peer-based advising,, executive communication, leadership communication, peer-based executive teams, Executive peer-based advising, long term decision making, leadership wisdom, Leadership intuition, forward-thinking realized, capacity building, selfless leadership, open vs. closed organizational systems, business success, organizational strategy, business design, business models, polarity management, one-page planning, organizational development process, society for process consulting, leadership transition, identifying adaptive change, leading organizational change, process chaplaincy, who what when where why how
How does one lead without micromanaging, most especially when there is such high risk of liability/failure/ethical compromise? What distinction can be drawn, really, between that of Management and Leadership, when it comes to function?
We would like to invite all interested persons to the 2018 Stewardship Summit
A recent privilege to work with an organization trying to move their strategic efforts forward resulted in the following note when we sent them the tightly distilled, one-page version of their plan (excerpted and adapted to the purposes of this blog post):
Topics: process consulting, executive coaching, leadership development, Mark L. Vincent, Design Group International, deep transformation, CEO peer-based advising,, peer-based executive teams, Executive peer-based advising, executive learning
My family story is one of holding our household together through my wife's long battle with leiomyosarcoma. Eighteen occurrences in sixteen years is a lot for anyone. We've made it this far, raising our children and now enjoying being grandparents, while building Design Group International, completing research projects related to graduate education, and finding ways to enjoy life, however constricted it might feel.
Topics: process design, process consulting, becoming a steward leader, executive coaching, stewardship based leadership, Convene, peer-based consulting teams, Mark L. Vincent, Design Group International, steward leadership, leiomyosarcoma, Executive Development, Peer-based advising, peer-based executive teams, Executive peer-based advising
Topics: process design, Art of Agreement, executive leadership, peer-based consulting teams, Mark L. Vincent, Design Group International, organizational wisdom, organizational decision making, Executive Development, Executive peer-based advising
Last summer we announced we were stepping deeply into CEO peer-based advising. We now have a couple up and running in Eastern Wisconsin:
1. Leader2Leader -- a 9 a.m.-1 p.m. option for nonprofit and ministry CEOs
2. Convene -- an 8 a.m. to 3 p.m. option for owners and CEOs of enterprise, that combines with monthly coaching conversations.
Both models include training days several times per year where nationally known content experts hold forth and Team members can bring some of their staff with them to maximize organizational application and impact. With our first training days now scheduled, I can hardly wait for them to take place so that our Team members can experience the full benefit! I also hope to plan a day some time in 2015 where both teams -- and perhaps some of the new ones we have on the drawing board -- can come together for excellent input and the opportunity to deepen the fabric of quality relationships.
Along the way I've held hundreds of conversations with business and service leaders, with many more to come. Everyone loves the idea and embraces the value of joining such a team. But as is so often the case, many choose not to. The responses remind me of the stories of religious revival meetings where people are invited but refuse to be "born again."
- If I perceive we are doing well as it is, then why would I need this? I'll consider it if we ever get into trouble and need help beyond our current competency.
- If we are doing poorly, then how can we afford it? I need to earn my way back into the possibility before I can join.