What we think about, the connection client to LT.A
…it is our duty of care….and our personal responsibility together, that our services are clearly identified and in most cases, a way forward where those services become redundant, is identified ‘up-front’
Being there to help make the difference.
The precursor to LeadershipThinking.Advocate was colourthinking- see colourthinking Site Map
– you can still access all the information there, if you wish to increase your awareness of how we think and what we think!
Our goal is to bring to the people of the organisation the capacity to think not only outside the square but consistently wider than their own paradigm is at that moment! To allow individuals to expect more than they have become used to of themselves and of others.
At first glance it can appear that a group is brainstorming successfully. We contend that this picture is almost always misleading – that is the picture does not show the degree of personal ownership each has for their idea- the disconnectedness.
Edward de Bono notes that in Western thinking, we have come to a habit of being satisfied too often with a single solution – that is we have a problem and someone identifies and answer and that becomes ‘the answer’. Should someone else disagree or prompt another solution, it will inevitably be received as a ‘contest’ and the competitive behaviour will take over.
We contend it is most often not a true reflection of the number of people at
the table – that the sum of the numbers is less than the actual because of disconnectedness and exclusion! It is this we address.
When people surround a problem and together seek the best ideas there is potential for great things!
These great things are not only commercial or financial but equally great in terms of personal fulfilment and real sustainable benefits for all.
We at colourthinking and LeadershipThinking.Academy are committed to the concept of developing the capacity of the enterprise to search out their own strategic differences and to enable them to enact implementation that will be wholly owned and sustainable.
Consultants should not have as a sole purpose, the focus of building some one else’s business but, through working with the people of that business, enable them to build in a sound and effective manner for themselves, sustainably. The consultant becoming redundant.
Training and development are outdated terminologies today.
The focus should be about clearly understanding our own, and our teams, strengths and non-strengths and then moving together to build sustainable personal character, integrity, skill and communication throughout. LEARNING and LEADING!
This as the foundation will bring the success that so often impacts in exactly the opposite manner on the team that is being entrusted with that goal.
The use of a skills matrix will help everyone identify their skills, take the appropriate respect, become avialable for the tasks whilst looking to develop in areas not so well practiced.
Leadership in todays world is not the shouting coach, the derogatory military commander or the command & control manager.
Leadership is about establishing through connection, agreed outcomes and ways to achieve that. It is about respect and acknowledgement, about helping everyone be the best they can be through effective skills identification and ways to embellish experience.
Leadership is not egocentric!It isn’t necessarily the ‘corner office or the special car park. It can be, but needn’t be. Leadership reward is knowing that you have enhanced everyone’s today and tomorrow and advanced the cause and objectives of that which you have responsibility for.