Every major crisis faced today is like an oncoming avalanche - but started as a pebble-sized risk overlooked. How pebble risks grow exponentially over time and how to effectively assess/preempt/mitigate are keys for effective operational resilience.
The role of glue is to mend or join two otherwise separate surfaces. The practice of kintsugi celebrates said joining. Here we look at individuals/ organisations/ leadership and the roles these concepts play in personal and professional dynamics.
Positive or negative, growth is constant provided effort, time and opportunity. Interpreting what/ how/ why for individuals/ groups/ functions requires a gardener's eye to flourish.
We call on one another's accountability, often recognising the courage required to stand up for right despite challenges. Assuming a stakeholder or leader faces these alone miscasts notions of organisational dynamics and isolation. In some regards we are alone - understand it defies the definition of leadership.
Issues - regardless of scale - often acquire similar responses when the systems are complex. This post looks at components of complex system issue response and reasoning behind it.
Conversations on authenticity in professional environments are becoming more common, recognising a need to address inauthenticities in business. The challenge is the degree of misinterpretation fostered, as considering certain factors reveal consistency requiring adjustment depending on scale. The Dark Knight's Joker will help demonstrate.
BLUF - This is merely observation of leadership qualities I've seen exemplified. A true leader displays characteristics often overlooked (or paid lip service) by others. The purpose here is to capture some of what was learned, remembering what counts as we move forward. -scl
If we focus on how to get the best out of the team without focusing on the team, we look at process and results without looking at team dynamics. The difference between liking what you do logically, and loving what you do on a deeper emotional level is rooted in the team having good dynamics and feeling like they are part of a purposeful whole. Resetting VCAT is a way we build and re-build the team.
Creating and maintaining a team in remote environment is challenging. Finding leaders who can adapt to circumstances we've had over the last year to effectively build disparate teams and missions, even more so. In establishing mutual trust to work as teams, we must find remote camaraderie - helping people belong when there is no meeting space.