Services.Learning Organizations have the power to produce profound change in three ways:
We work with you through the practice and development of your senior executives so that their works are grounded on the world-renowned authority on the five disciplines of this work. Our programmes result in both personal development as well as enhanced organizational and particularly national results. Special learning communities are formed and built over the course of these multi-day programs as well as over time. |
Senior Leadership Development Programmes
"To become a leader, you must first become a human being," said Confucius, more than twenty-five hundred years ago. The word leader today has come to refer largely to positional authority. This presents a confusion. It oversimplifies a much more complex and important subject, how to understand the diverse roles of leaders at many levels and how to develop network of leaders capable of sustaining change.
Peter Senge, "The Leader's New Work "The leader kick-starts the organisation to achieve the goals he intends for it. However, he is a part of his leadership team. The style of organizational leadership is now the product of the interaction of the members within the team and not just that of the leader. The culture of the organization is, while it is a reflection of the culture of the nation, it is particularly the culture of the leadership team. The fruit does not fall far from the tree. All leadership styles are a product of the degree to which each of the following four components come to play. When they play off in different levels, often driven by personal needs, the style of the leadership team can vary across from being autocratic, democratic, transactional, laissez-faire, transformational to generative.
Teams at different stages of their development, will require different leadership styles. As they develop through the different styles, and eventually become a transformational team, they learn to tick off on all the boxes to a greater degree. How much is your team learning to become a generative and transformational leadership team?" Sheila Damodaran, Corporate Director STRLDi |
Building the Ecology of Leadership
Article written by Peter Senge.
Local line leaders, internal network leaders and executive leaders contribute to this leadership..
Local line leaders are vital for integrating innovative practices into daily work: for testing the efficacy of systems thinking tools and for working with mental models, for deepening conversations and for building shared visions that connect to people's realityand for creating work environments where learning and working are integrated. Without effective local line leaders, new idea - no matter how compelling - do not get translated into action, and the intentions behind change initiatives from the top can easily be thwarted.
Network leaders are helpers, seed carriers, and connectors. They often work closely with local line leaders in building capacity and integrating new practices. They are vital for spreading new ideas and practices from one working group to another and between organisations, and for connecting innovative line leaders with one another. They build larger networks that diffuse successful innovations, and important learning and knowledge.
Executive leaders shape the overall environment for innovation and change. They lead in developing guiding ideas about purpose, values, and vision for the enterprise as a whole. They do not have to be the whole source of these ideas; such ideas may come from many places. But they must take responsibility for ensuring the existence of credible and uplifting guiding ideas in the organisation. They are also vital for dealing with structual impediments to innovation, such as poorly designed measurement and rewards systems. And they are role models who must embody values and aspirations if these are to be credible. In many ways, it is this symbolic impact of hierarchical authority that is most important for change, and most neglected. "Action speak louder than words," knowing that in any organization it applies especially to those who are most visible.
Each of these types of leaders needs the others.
Local line leaders, internal network leaders and executive leaders contribute to this leadership..
Local line leaders are vital for integrating innovative practices into daily work: for testing the efficacy of systems thinking tools and for working with mental models, for deepening conversations and for building shared visions that connect to people's realityand for creating work environments where learning and working are integrated. Without effective local line leaders, new idea - no matter how compelling - do not get translated into action, and the intentions behind change initiatives from the top can easily be thwarted.
Network leaders are helpers, seed carriers, and connectors. They often work closely with local line leaders in building capacity and integrating new practices. They are vital for spreading new ideas and practices from one working group to another and between organisations, and for connecting innovative line leaders with one another. They build larger networks that diffuse successful innovations, and important learning and knowledge.
Executive leaders shape the overall environment for innovation and change. They lead in developing guiding ideas about purpose, values, and vision for the enterprise as a whole. They do not have to be the whole source of these ideas; such ideas may come from many places. But they must take responsibility for ensuring the existence of credible and uplifting guiding ideas in the organisation. They are also vital for dealing with structual impediments to innovation, such as poorly designed measurement and rewards systems. And they are role models who must embody values and aspirations if these are to be credible. In many ways, it is this symbolic impact of hierarchical authority that is most important for change, and most neglected. "Action speak louder than words," knowing that in any organization it applies especially to those who are most visible.
Each of these types of leaders needs the others.
- Local line leaders need executive leaders to understand and address larger systemic barriers to change, and network leaders to prevent isolation and to enable learning from peers.
- Network leaders need local line leaders to test ideas in practice, and executive leaders to translate local insights into broader organization-wide guidelines and standards.
- Executive leaders need local line leaders to move strategic aims from concept to capability, and network leaders to build larger networks for learning and change.
Cutting across these different organizatioal positions from which leaders operate are three fundamental roles that characterize all leaders' work. At its heart, while the traditional view of leadership is based on assumptions of people's powerlessness, their lack of personal vision and inability to master the forces of change, deficits which can only be remedied only by a few great leaders, the new view of leadership in learning organization centres on subtler and more important tasks.
Roles of Leaders in a Learning Organization.
In a learning organization, leaders are designers, teachers and stewards.
Leader as Designer:
The neglected leadership role is that of a designer. Imagine a ship. No one has a more sweeping influence on the ship that the designer. What good does it do for the captain to say, "Turn starboard thirty degrees," when the designer has built a rudder that will turn only to port, or that takes six hours to turn to starboard? It's fruitless to be the leader in an organization that is poorly designed.
Leader as Teacher:
A great teacher is someone around whom others learn. Great teachers create space for learing and invite people into that space. The spirit of the leader as a grower of people was beautifully articulated by Robert Greenleaf who identified the desire to serve as the core motivationfor great leaders, and the growth of people as the chief indicator of such leaders, whom he called, "servant leaders". "The best test is: Do those served grow as persons? Do they become healthier, wiser, freer, more autonomous, more likely themselves to become servants?"
Leaders as Steward:
When a leader serves and then becomes a leader, he learns to believe he is part of the process of building organizations that are bigger than oneself. He stops putting himself and the acquiring of material possessions for the self, ahead of everything and everyone. Instead, he seeks to go beyond to find a purpose story for the organization. A deep story and sense of purpose that connects the organization to a larger undertaking, upon which personal dreams and goals stand out as landmarks on a longer journey.
Today I see these fundamental roles as being more important than ever, but I've also come to appreciate the difficulties and personal challenges they pose.
Leader as Designer:
The neglected leadership role is that of a designer. Imagine a ship. No one has a more sweeping influence on the ship that the designer. What good does it do for the captain to say, "Turn starboard thirty degrees," when the designer has built a rudder that will turn only to port, or that takes six hours to turn to starboard? It's fruitless to be the leader in an organization that is poorly designed.
Leader as Teacher:
A great teacher is someone around whom others learn. Great teachers create space for learing and invite people into that space. The spirit of the leader as a grower of people was beautifully articulated by Robert Greenleaf who identified the desire to serve as the core motivationfor great leaders, and the growth of people as the chief indicator of such leaders, whom he called, "servant leaders". "The best test is: Do those served grow as persons? Do they become healthier, wiser, freer, more autonomous, more likely themselves to become servants?"
Leaders as Steward:
When a leader serves and then becomes a leader, he learns to believe he is part of the process of building organizations that are bigger than oneself. He stops putting himself and the acquiring of material possessions for the self, ahead of everything and everyone. Instead, he seeks to go beyond to find a purpose story for the organization. A deep story and sense of purpose that connects the organization to a larger undertaking, upon which personal dreams and goals stand out as landmarks on a longer journey.
Today I see these fundamental roles as being more important than ever, but I've also come to appreciate the difficulties and personal challenges they pose.
It is said that if you want to teach people a new way of thinking, don't bother trying to teach them.
Instead give them a tool, the use of which will lead to new ways of thinking. That is exactly how the five disciplines of learning organizations are developed for and by the individual.
There are a total of sixty tools and methods vital to developing a learning organization.
Much of what we do at STLDi, elaborates on the methods and tools introduced originally in The Fifth Discipline and therefore introduce a comprehensive set of tools that groom you to become leaders that can work on turning your most persistent issues around for your nation and therefore for your organization. It is not the other way around.
Instead give them a tool, the use of which will lead to new ways of thinking. That is exactly how the five disciplines of learning organizations are developed for and by the individual.
There are a total of sixty tools and methods vital to developing a learning organization.
Much of what we do at STLDi, elaborates on the methods and tools introduced originally in The Fifth Discipline and therefore introduce a comprehensive set of tools that groom you to become leaders that can work on turning your most persistent issues around for your nation and therefore for your organization. It is not the other way around.
UNDERSTANDING THE FIFTH DISCIPLINE IS
UNDERSTANDING HOW TO LEAD A LEARNING ORGANIZATION
INDIVIDUAL, CORPORATE AND MEDIA PRACTITIONERS / THE SYSTEMS CITIZEN PUBLIC PREVIEWS
|
SENIOR EXECUTIVE & MANAGEMENT
CONSULTANT DEVELOPMENT PROGRAMMES |
FULL-COURSE PREPARING CEO'S LEADERSHIP / PUBLIC POLICY PROGRAMME
|
|
PROGRAMME REGISTRATION, CLICK HERE. VENUE DIRECTIONS, CLICK HERE.
These leadership capacity building programmes develop three requisite skills:
There are one-on-one, group short course and full-course programmes at post-graduate levels.
THE SHORT COURSE PROGRAMME MODULES INCLUDE:
THE FULL COURSE PROGRAMME MODULES IS:
Module 1: Introduction to Learning Organizations (the concept)
4 days (28 hours)
Module 2: Deepening with tools of Systems Thinking
4 days (28 hours)
Module 3: Deepening with tools of Generative Conversations
4 days (28 hours)
Module 4: Deepening with tools of Clarifying Personal and Shared Aspirations
4 days (28 hours)
Module 5: Crossing over from Theory to Practice
4 days (28 hours)
- Clarifying aspirations as individuals and as a whole (what they truly care to create and bring into reality);
- Generating productive conversations that includes reflection and inquiry to resolve conflicts as well as help see the forest for the trees as well as;
- Conceptualizing, understanding and turning around complex interdependent issues;
- An investment for the future of the organisation. Participants become better the longer they are aware of the tools.
There are one-on-one, group short course and full-course programmes at post-graduate levels.
THE SHORT COURSE PROGRAMME MODULES INCLUDE:
- 2-DAYS LEADERS FOR LEARNING INTRODUCTION PROGRAMMES
- 4-DAYS THE CEO’S TABLE SERIES – LEARNING TO CREATE CONVERSATIONS THAT PRODUCE RESULTS
- 10-DAYS DEEPENING THE PRACTICE OF THE SYSTEMS THINKING DISCIPLINE
THE FULL COURSE PROGRAMME MODULES IS:
Module 1: Introduction to Learning Organizations (the concept)
4 days (28 hours)
Module 2: Deepening with tools of Systems Thinking
4 days (28 hours)
Module 3: Deepening with tools of Generative Conversations
4 days (28 hours)
Module 4: Deepening with tools of Clarifying Personal and Shared Aspirations
4 days (28 hours)
Module 5: Crossing over from Theory to Practice
4 days (28 hours)
Who Should Attend
|
We Craft Elegent Solutions with Powerful Management TechnologyWe present here an idea of what the tools look like.
|
Our Clients Come First |
We Assure You of the BestCheck our comprehensive programme structure and fees here.
|