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
One of the reasons meetings become such wastes of time and money is that leaders, managers, and meeting facilitators repeatedly fail to frame the context. Another is that leaders and managers dominate the conversation and fail to assume a sincere listening posture.
Topics: nonprofit leadership, organizational development consulting, strategic planning, executive leadership, organizational knot, secrets of productivity, organizational development muse, formal communication, informal communication, Mark L. Vincent, Design Group International, mark vincent, Change Management, Leading meetings, Executive Development, leadership excellence, executive leadership training, executive communication, leadership communication, leadership formation, business communication, business meetings, executive team meetings, long term decision making, group process, leadership wisdom, decluttering the company, relationship capital, executive learning, organizational groove, executive vocation, forward-thinking realized, selfless leadership, Leadership courage, leadership legacy, Managing Change, society for process consulting, corporate culture, process capacity
Over the years, we've turned, repeatedly, to the subject of Steward Leadership, especially as articulated in Scott Rodin's book on the Steward Leader. I've been privileged to support this work through some writing contributions to other titles:
Topics: process consulting, the art of agreement, organizational development consulting, leadership arts, organizational development muse, Mark L. Vincent, Design Group International, organizational decision making, group process, executive learning, polarity management
The shoreline of the Mediterranean sea can be seen from the right side of the jet I’m riding in as I write this. It is beautiful, even from this height.
Truth be told, even after several decades of Silicon Valley leading the way, and an incredible amount of research demonstrating the power of teams and an empowered work force, the majority of organizations are stuck in the authoritarian model of old (especially manufacturing), or even more stuck in the hyper-democratic models that tried to offer a correction in the last half of the 20th century (especially charities and denominational bodies).
Topics: process consulting, organizational development consulting, Organizational Governance, organizational development muse, Mark L. Vincent, Design Group International, organizational design, organizational systems, open vs. closed organizational systems
Topics: process consulting, organizational development consulting, leadership succession, executive leadership, organizational development muse, Mark L. Vincent, Design Group International, ethical leadership, executive case studies, business ethics
In the online classes I teach on executive leadership, we often discuss paradoxes leaders must embrace. One such paradox is that the decision-making speed demanded of executive leaders is both fast and slow.
Topics: process consulting, organizational development consulting, executive coaching, organizational development muse, Mark L. Vincent, Design Group International, organizational decision making, Executive Development