Much of my work is about helping people to become better managers and leaders.
Sometimes this is about teaching new models, theories and skills. This can help develop better managers and leaders.
But most of the time the real work of developing managers and leaders takes place at a different, higher level.
It is about helping people to be more, or even better versions, of who they really are. To be more vulnerable and authentic in their work. It is about the ‘emergence of identity’. Helping people to be themselves with more skill, power and honesty. This means working with managers and leaders on their:
- sense of purpose,
- sense of self, and
- the values attitudes and beliefs that they hold that help or hinder their practice.
This can be especially hard for those in management and leadership positions who mistakenly believe that their job is to be the protector. The one who carries all the baggage on their backs so that others can get on with their work.
At the heart of authenticity is the courage to be judged for who we are, and what we think, rather than our willingness to conform to the pressures and norms of our peers. To hold an opinion lightly but with confidence. Holding the right balance between advocating a belief while holding it open to inquiry and development. Once we can learn to find and hold a leadership position that encourages curiosity, inquiry and challenge, the we have taken a major step to improving the culture of our workplace.
If this sounds like the kind of development that you would like to experience then please do get in touch.
And in the meantime, if you are worried that you may be experiencing just a little too much conformity in your workplace take 10 minutes to watch this video.