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At
an organizational
level
Adaptive
Leadership
is for any
company
or group
that seeks
to achieve
its most
cherished
goals and
realize
its mission
more quickly.
Frequently,
these are
organizations
whose change
initiatives
have stalled
and that
want to
create a
culture
that is
more adaptive
and better
able to
deal with
the difficult
issues of
change more
openly and
effectively.
Sometimes,
these are
organizations
that are
doing well,
but their
top management
sees a rapidly-changing
external
environment
ahead that
will require
great organizational
adaptive
capacity.
Does this
describe
your organization?
- The
tough
questions
don't
get asked;
they are
the elephants
in the
room at
meetings.
Everyone
knows
they're
there.
No one
dares
to mention
them.
- The
important
issues
get discussed
inside
peoples'
heads
or in
private,
whispered
conversations
at
the water
cooler,
in the
lavatory,
in twosomes
and threesomes.
- Those
who try
to lead
change
often
find themselves
out on
the proverbial
limb,
marginalized,
in professional
jeopardy,
and subject
to personal
attacks
for their
risk-taking.
- Personal
turfdoms
are zealously
guarded
against
encroachment,
while
collaborative
efforts
are undermined
or simply
stall
out for
lack of
unified
support.
- Established
ways of
doing
things
have become
sanctified
into an
immutable
culture.
This describes
a non-adaptive
organization
and
most organizations
are non-adaptive
because
resistance
to change
is normal.
At an organizational
as well
as a personal
level, no
one wants
to give
up familiar,
safe, perhaps
long held
and cherished
beliefs
or behaviors.
Our goal
is to create
an adaptive
organization,
where sensitive
issues can
be brought
out in the
open safely,
and thoughtful
risk-taking
is encouraged,
protected
and celebrated.
Adaptive
organizations
have done
the tough
work of
distinguishing
what's essential
in their
culture
from what
is expendable,
developing
an adaptability
that enables
the organization
to thrive
and carry
the best
from its
history
into the
future.
In an adaptive
organization,
people in
senior authority
roles share
responsibility
for the
organization
as a whole,
and there
is a connection
to shared
values that
promotes
forward
movement
for both
the organization
and the
people who
are part
of it.
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At
a personal
level
Adaptive
Leadership
is for individuals
who want
to
- Jumpstart
stalled
initiatives;
- Introduce
and manage
change
more skillfully;
- Work
through
deep value
conflicts
within
an organization;
- Unstick
dysfunctional
and uncommunicative
senior
management
teams;
and
- Increase
their
personal
tolerance
for withstanding
the chaos
and conflict
that inevitably
accompany
systemic
change.
Although
senior managers
are most
likely to
be involved
in CLA programs
and trainings,
Adaptive
Leadership
is for anyone
concerned
with bringing
about meaningful
change within
an organization
and thwarted
in the effort
to do so.
Participants
in CLA programs
may be corporate
executives
or civic
activists,
politicians
or senior
government
officials,
or simply
members
of the general
public.
In short,
Adaptive
Leadership
is for anyone
facing the
challenges
of leadership
and seeking
new leadership
skills.
Are you
- Attempting
to change
your organization
in ways
that require
new thinking
and behaviors
from team
members
and employees?
- Facing
internal
resistance
while
implementing
new strategies?
- Experiencing
difficulty
in building
coherent
leadership
practices
from the
top team
members
down?
- Wrestling
with deep
value
conflicts
at the
core of
your organization
or community?
- Facing
uncertainty
about
personal
approaches
and styles
in exercising
leadership
within
the organization?
There is
also a very
personal
side to
the exercise
of leadership
that Adaptive
Leadership
addresses.
Are you
asking yourself
questions
like these?
- Why
is stimulating
change
so difficult,
professionally
and personally?
- How
can I
be most
successful?
What do
I need
to know
to reduce
the risks
to me
personally?
- How
do I keep
myself
going
when the
going
gets tough?
If so,
Adaptive
Leadership
is for you.
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