Every organisation has one. Twelve boxes, each promising to reduce leadership to something measurable and trainable. The framework is everywhere—and it is wrong in a more fundamental sense than you might think.
  • Paragone@lemmy.worldEnglish
    1·
    2 days ago

    Dood…

    Simon Sinek identified simply that there are 3 characteristics always in a real leader:

    • courage
    • integrity ( those 2 go together, obviously: it takes courage to hold-to integrity, & it takes integrity to drive courage )
    • relentlessly studying communication

    The 12-characteristics schemas you’re going over are good, but if you don’t have the fundamentals right, you’re not a competent leader.

    There is a hierarchy-of-competencies involved.

    This is true in many domains.

    E.g: if you don’t understand the distinct fluid-dynamics-regimes, then you aren’t likely to be competent to design good aircraft:

    • low-Reynolds-numbers ( drones ),
    • is distinct from low-subsonic real aircraft ( Re of 0.5-million or more ),
    • is distinct from high-subsonic,
    • is distinct from near-transonic,
    • is distinct from transonic,
    • is distinct from low-supersonic ( jets ),
    • is distinct from high-supersonic ( ramjets ).

    Every 1 of those has distinct requirements.

    If you don’t have that one fundamental understanding, they you’re … not seeing the forest for the trees.

    The same is true in understanding people:

    if you don’t understand that there are a few unconscious-mind development-stages that you encounter in workplaces…

    • Kegan3, wanting to be liked, telling everybody what they want-to-hear… ( the absorbing-meanings stage of unconscious-mind development - about 50% of working-professionals, in Kegan & Lahey’s WEIRD-professionals research )
    • Kegan4, BullingBOSS mode, any other claiming any validity threatens one’s exclusive-validity ( one’s unconscious-ind pushing-out meanings which violate one’s identity - about 25% of WEIRD working-professionals )
    • Kegan5, systems-of-systems mode ( less than 1% of working-professionals )
    • ( the reason that the percentages don’t add-up to 100%, is simply that people are often stuck between stages. Further, I later found-out that people can be in Kegan4 at work, but Kegan3 among their family, so it seems to be a relationship-context-by-relationship-context thing, to some extent )

    …then how can you possibly understand why there needs to be a glass-ceiling to prevent the BullingBOSS mode ones from getting systems-of-systems jobs/work??

    the book of theirs that I read on this was their “Immunity to Change”, which is on our unconscious-mind’s fighting-off of growing-up, & how to dismantle its sabotage-of-one’s-entire-life.

    Robert Kegan’s got other names for the stages, I’ve found sooo damn many different dimensions-of-development, that I’m only indexing them, now.

    Or consider the culture-level/modes of Logan, King, & Dr. Fischer-Wright:

      1. “Living is self-inherently awesome!” - rooted in Positive-Sum Game ( see John Braddock’s trilogy for that ) - win-win-alliances
      1. "We are awesome, they are not!
      1. “I am awesome, others are not” - rooted in Zero-Sum Game - competitive narcissism
      1. “My life sucks.”
      1. “Life sucks: why not butcher it up for fun?” - rooted in Negative-Sum Game - competitive nihilism

    I’ve shown which category-of-game they’re rooted-in, because they didn’t find that, & it’s key, but those are THE 5 culture-levels that are found throughout the world they studied, & they discovered how to get much of a community’s/organization’s culture up 1 notch within about 1/4-year.

    More than that is harder, & takes time.

    I think it is Griffen Hospital, which is THE poster-child for level-4-and-5 culture.

    They ended-up being able to hire the best doctors, not because of higher pay, but because of quality-of-life there.

    Their treasure/book is named “Tribal Leadership”.

    The fundamentals are more important than anything else.

    Don’t get those right, & all the other competencies are … not going to fix compensate.

    & the author was saying that “practical wisdom” is THE key … but the above things are practical-wisdom.

    So is Schneider’s 2x2 Matrix ( yeah, so he did it upside-down, but it’s still genius… uprighted it is… )

    People-Centered Task-Centered
    Pie-in-the-sky POTENTIAL Growing & Healing Science & Driven-Excellence
    The Concrete ACTUALITY Consensus, Mediation 6-Sigma Manufacturing

    Every quadrant in that has its own right-ways, right-methods, right-processes, right-paradigms,

    and it is normal for businesses to be applying the wrong quadrant’s management-process to the actual-operation?!

    Yep.

    That is practical-wisdom, but … it’s something in a slim & spectacularly-important book ( named “Lead Right for Your Company’s TYPE” ): every quadrant has its management-processes identified in it, so one doesn’t need to reinvent wheels or hot-water, to succeed.

    These are fundamental, & they are already-solved: we only need the honesty required to accept them, & then honestly impliment them, & our world can improve significantly.

    Just saying people need “practical wisdom”, & NOT identifying these specific competencies … is defective, at this point.

    The 3 fundamentals that all good leaders have, the KeganStages of unconscious-mind-development, the 5 culture-levels/modes, the 4 quadrants…

    That isn’t much to know, but it NUKES millenia of established-ignorance/established-dysfunction’s “need” from our world.

    It’s like the difference between people who learn how to build arches by doing endless incremental-experiments … many of which fail, … vs people who know the math, & can calculate the materials-strengths, & solve how much material’s required, where:

    it’s a totally-different-game.

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