Episode 2 - Leadership
We continue our foundation series in episode 2, discussing leadership, what's good, what's bad and what's the point?
We understand Leadership in terms of the conversations that we have, or the conversations that are distinctively taking place, when we reach for the L word.
Front end conversations are the really fuzzy ones - the ones where we peer over the edge and everything is without form and void, and we don't know what to do.
Spreadsheets are a brilliant tool but they're a brilliant tool after there's a hypothesis, after we know what it is you want to get done.
The world we're in is one of tremendous volatility and complexity and pace of change - we're constantly confronted with a new” front end” in the conversation we need to tackle.
We're constantly confronted with a new front end to the conversation - that's very much the reason why leadership has become a premium capability.
There's a lot about the way Christians have been enculturated about what constitutes truth that is not helpful. We equate it with black and white certainty, with being able to be told what to do.
What we value is conversations that have certainty and right answers and so forth. And we're not skilled or inclined to trust open conversations.
Many leaders that we've encountered as good leaders in business or in in general leadership are those who actually don't mind some openness in their conversation.
There's a deep interlock between the sociology of belief tending towards closure, versus seeing the world in new ways and being open to the contribution of others.
It is seriously to be mourned that we're not living in to the possibilities of being image of God and living into the possibilities of our safety in Christ.
Edwin Judge’s points are covered in Piggin, Stuart Power and Religion in a Modern State: Desecularisation in Australian Politics. 21st International Congress of Historical Sciences Amsterdam, 22-28 August, 2010
Jim Collins on leadership.