Developing Leaders to Embrace Cultural Transformation.
ASSESS – ALIGN – PLAN – DESIGN
Courageous Cultures: Leadership Development Model emphasises the attributes that leaders need to embrace in order to navigate organisational change in the ‘Agile’ age. This model provides a pathway to focus leaders on priorities for success. We achieve this through the following three processes.
The capacity to exercise introspection and the willingness to learn more about oneself.
To inspire, adapt, and develop, courageous leaders constantly invests in their own self-awareness. Not only does this make them vulnerable to change, but they view self-acceptance as a necessary step to fuel continuous growth. Through self-reflection, the courageous leader creates the internal capacity to inspire, adapt, and develop.
The ability to create energy, motivate others to action, and invoke positive emotions.
Courageous leaders must be able to show the way even when they don’t know the scope of the full journey. Uncertainty and ambiguity make the end-point unclear, but the aspiration that guides a leader’s vision must be clear. Inspiration generates intrinsic motivation and internal energy because it connects individual purpose to a larger purpose.
The ability to foster disruption, modify, and make things suitable for a new purpose.
Faced with unprecedented volatility, the courageous leader fosters internal and external adaptation, helping the system absorb change in real time and develop the capacity to generate more positive change. Adaptation is a core aspect of this leadership model: it positions the ‘doing’ beyond mere execution and into the realm of constant experimentation and continuous improvement.
The ability to master complexity, grow personally, and cultivate growth in others.
Shifting political priorities, budgets constrains and value driven outcome chains make the ‘Develop’ pillar of the courageous leadership model critical to an organisation’s ability to generate sustainable growth. Through this model, courageous leaders feel empowered to develop their own, and their organisation’s capacity to manage complexity, which, today, is in many ways relational.