Nothing new under the sun

I realised a couple of weeks ago that I haven’t had a proper break from my work for two years.  Suddenly, I felt wearied.  Accordingly, I furled in my sails and allowed myself to float about on the waves of content concerning leadership, organisational design and development, culture, purpose, values, and finance that flood into my Inbox. 

All the big consultancies and individual practitioner experts like myself issue so much stuff from articles to webinars to videos to memes to animations to… well, nothing new.  In writing my essay, I’m conscious I risk adding to the cacophony. 

However, my aim is to identify some “crotchets of note” that will scythe through the noise. Hopefully, these will provide a clear tempo for healthy organisations to create the conditions that raise rather than harm the well-being of the individuals who work there.

I’m old enough to remember the Irish entertainer Val Doonican singing about O’Rafferty’s motor car, “… used to be as black as me father’s hat, now it’s forty shades of green”.  This seems to fit with all I’ve been reading, watching, and listening to.  Material is cited as being distinct, discrete, and differential in its hue, yet so much appears to be another Pantone shade of grey (rather than green).  

All this got me thinking about whether the principles of leadership that I first encountered in a book from 1968 called “Motivation and Organisational Climate” written by George Litwin and Robert Stringer contain the golden threads on which we should not lose our cognitive and physical grasp.  Their work was informed and influenced by that of David McClelland, Kurt Lewin, and Robert Blake and Jane Mouton amongst many. 

McClelland’s work on motivation identifies people having three main motivational drivers, achievement, affiliation, and power.  The latter has two faces, personalised and social or institutional.  Are we mistakenly celebrating some leaders’ personalised power?  What risks arise from their “must win, me, me, me” drive?  For instance, how much is the pandemic crisis and our world standing on the brink of climate catastrophe due to this self-centred rather than selfless leadership (see later)?  As we combat the global climate challenge, what must be done to nurture and sustain healthy climates in organisations? 

Continue reading “Nothing new under the sun”

What if Greta is correct?

Is Greta Thunberg the beating butterfly wing that could cause the necessary chaos of revolt throughout her generation that forces change to occur?

Acres of hardcopy material and megabytes of softcopy content have been written about Greta Thunberg.  This 16-year old Swedish girl started the Friday school strike phenomenon to protest against what she regards as government and corporate inaction to combat climate change.  An article in the Sunday Times on August 18th suggested she is being manipulated by others taking advantage of her Asperger’s syndrome, see https://www.thetimes.co.uk/past-six-days/2019-08-18/news-review/greta-thunberg-and-the-plot-to-forge-a-climate-warrior-9blhz9mjv

Putting that aside, however, what if Greta is right and our planet is standing Tom Daly-like on its tiptoes on the edge of a very high diving board and could all too easily plummet into some catastrophic climatic cauldron?  As coaches, mentors, managers or leaders, are we providing destabilising counsel that cumulatively will increase the likelihood of that fall occurring?  Or, are we exerting enough influence upon those we work with to cause them to start to think differently or, cliché warning, to think outside the box?

Continue reading “What if Greta is correct?”

The kids are alright

Let’s start this month’s essay with a musical philosophy question. 

In the 1960s, the Who sang “The kids are alright”.  In 1998, The Offspring sang “The kids aren’t alright”.  Which group had the more prescient song?

Continue reading “The kids are alright”