In this issue:
What’s New |
Meta Leadership Across Organizations |
Coaching and Process Consulting Overlap
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Collaborative Leadership
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What’s New
Merryn is now a member of the International Association of Coaching, a community of practitioners. From their website:
“The IAC is an independent, global coach certifying body.... Our rigorous certification process evaluates the demonstration of specific masteries...[We also set] high standards for the coach’s ethical, professional, and business behaviors .. [in order to] to provide the clients of coaches a valid measure of assurance that they will receive the best coaching.”
Read more at their website: http://www. certifiedcoach. org/ ethics/ principles. html
About Our Work
http://www.revisions. org/ about.php
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META LEADERSHIP ACROSS ORGANIZATIONS
The expansive leader cultivates many dimensions: an eagle’s ability to soar over a landscape while discerning important particulars, a beaver’s industriousness about follow up and accountability, and a human knack for reflection and self-change. In this issue we explore ways to expand the eagle dimension.
Eagles lead “beyond the walls.” The eagle’s leadership dimension has been called “meta-leadership,” that is, flying above one’s own organization high enough to see problems that your organization alone cannot solve. Meta-leaders connect people and ideas, as Leader to Leader Institute Chairwoman Frances Hesselbein says, by “leading beyond the walls.” Collaborating beyond the walls of your own organization requires discernment about which elements of collaboration make it successful. When I assist with collaborations, my first step is often to help collaborating partners to identify where the partnership is along a continuum.
[ Read more ]
Understanding and agreeing upon where you are on the continuum requires partners to clarify purposes and expectations, and also face and reconcile differences that, left undiscussed, can drive a wedge among you. Once you identify where you are on the continuum, you need to make four sets of keystone agreements.
[Read more ]
Leaders of one alliance I work with tell me it has achieved more in one year since setting the four keystone agreements than in the previous decade of affiliation.
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Coaching and Process Consulting Overlap
I often work with leaders one-on-one. This coaching builds on and derives from my approach to organizational development, which is called “process consulting.” Edgar Schein, MIT Sloan School of Management professor, the leading thinker in process consultation, calls coaching “a subset of consultation” because both begin with clients’ understanding of their challenges, needs and desires for growth.
Read more at http://coachingcommons.org/hall-of/fame/edgar-schein-process-consultant-or-coach/
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Collaborative Leadership
In a collaboration or strategic alliance, “the roles and responsibilities of each party must be very clear…Because the partnership is a whole new enterprise, it needs to be treated as a little start-up and allowed to build the internal systems and structure that it needs…” (p. 46)
Frances Hesselbein et al.
Leading Beyond the Walls
See reading list on leadership at http://www.businessweek.com/ bschools/ books/ recommenders/ hesselbein.htm
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