Leadership and Millenians

Millennials: too many companies you will work for are not built to take care of you. Until that changes, please take care of each other. But are companies of today really companies that do care about you (no matter if you are millenians or not)?

You hear about Millennials, Generation X, and the Baby Boomers all the time, but it’s not always clear who’s a part of these groups. In fact, all of these terms are fairly unofficial social constructs outside of the Boomers. This is what they’ve come up with (source New Guidelines Redefine Birth Years for Millennials, Gen-X, and 'Post-Millennials'):

The Silent Generation: Born 1928-1945 (73-90 years old)
Baby Boomers: Born 1946-1964 (54-72 years old)
Generation X: Born 1965-1980 (38-53 years old)
Millennials: Born 1981-1996 (22-37 years old)
Post-Millennials (or generation Z): Born 1997-2010 (8-21 years old)
Generation Alpha: Born after 2010

I have sons in millenians time range and have to admit that a good example of current situation on millenians question has been given by Simon Sinek in his video: This Is Why You Don't Succeed.

Leadership Paradigm Shift

The challenges we face in the 21st century are often complex, where multiple causes lead non-linearly to multiple effects.

Complex problems are best solved by participatory processes that surface the wisdom of multiple perspectives.

New leadership models foster co-creation and co-ownership.

Leadership paradigm shift

Which Martial Art (Leadership) is the best?

It is an important question that each practitioner/non-practitioner asks them selfs. I am frequently asked this question and a long time ago I found my answer.

Martial arts

If you were to climb to the summit of Kilimanjaro would you ask yourself “What is the best way to the top?”
Kilimanjaro

The answer to upper question can vary: 
YES - then you would have to define what is the best route for you.
NO - then you probably already know how you would like to achieve the top.

There are several ways by which you can reach Kibo or Uhuru Peak, which are the highest points of Mount Kilimanjaro (Machame, Marangu, Mweka, Londorossi Lemosho, Shira, Rongai, Umbwe and Northern Circuit). They are all different but all help you reach the same final goal, which is to reach the TOP.

Why are there so many routes that lead to the top? The primary issue lies within each person that wants to reach the peak. Would we like to do it fast, slow or do we want panoramic views (probably this one)?

Personal preferences are different and consequently, each route has different obstacles. It is the same in Martial Arts. Some are based on the ground, some are based on kicks and some are even based on grappling. But all have the same end goal, which is to learn the art and get experience in combat. This is why it depends on each individual.

Over the years I've also found another issue that I’d like to share. It illustrates an even deeper goal like the story above of Kilimanjaro. If we carefully watch great martial arts masters we could definitely see very similar postures, movements and use of the fighting techniques. In majority of martial arts. It actually does not matter which school or style they came from. They present the peak of martial arts’ knowledge – like Uhuru for Kilimanjaro. And the ‘routes’ (style of martial art) they took to master it could have been very different!

Why is this so?

Does the answer lay in sustainable development leadership?

I upgraded the classic Einstein quote ‘We can't solve problems by using the same kind of thinking we used when we created them’ by adding ‘with the same people!’ To me it seems particularly relevant to sustainability challenges needed in todays’ world.
Critical thinking
Prior to argue it let me first describe what sustainable development is?

Sustainable development has been defined in many ways, but the most frequently quoted definition is from Our Common Future, also known as the Brundtland Report:

Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs. It contains within it two key concepts:
  • the concept of needs, in particular the essential needs of the world's poor, to which overriding priority should be given; and
  • the idea of limitations imposed by the state of technology and social organization on the environment's ability to meet present and future needs.

I rationale that we should aim to achieve this necessary different approach to be able to change the devastating path we are currently on and as a contrast to today mostly used economy and leadership.

In my previous posts I have already described my concerns about neo-liberal economy approach, private ownership, different views (names of) current leadership tactics. Now we are just a few weeks past the COP21 in Paris on global climate changes that draw a commitment to ‘pursue efforts’ (not to take actions) to keep the temperature increase to only 1.5°C above pre-industrial levels – admittedly, a formidable technical and political flowery phrase.

Unfortunately, this is not enough anymore! We are in need for a completely different attempt than we see today – like Einstein said.

Why?

SustainabilitySustainabilityAs already Al Gore, in his foreword to the book World changing: A User’s Guide for the 21st Century, pointed out that a shift where individuals join together to create a “turning point in human civilization ... that requires great moral leadership and generational responsibility … to build that future, we need a generation of everyday heroes, people who — whatever their walks of life is — have the courage to think in fresh new ways and to act to meet this planetary crisis head-on.

For this we need very unique and changed leaders than they are today and beside that much more conscious followers!

From the first conference on climate change in Tokyo back in 1987 a lot has changed but not enough has been done. While the international community and the politicians continue the talks on sustainable development and green economy time passes and pollution, poverty, destruction of our planet, depletion of natural resources have gone almost beyond the point of no return.

What we see today is the current leadership, depletion of resources and pollution not slowing but rising. The gap to sustainability is real and urgent, especially because complex problems we face require innovative /different thinking and networked / civilization(s) actions lead by such (new) leaders. And yes, not just those on the top positions but a whole generation needs to be inspired, motivated and engaged to think and act in a way that matches the scale of the challenge.

Things Agility Can Teach Us About Leadership

More and more we hear about ‘agility’ in project management, agility leadership, agility in martial arts and canine agility …

dog agilityWhat exactly is agility?

Dog’s agility, easiest to explain, is a competitive sport in which a dog is directed through obstacles in a course that is timed and watched for accuracy. Easy that one!?

Let’s frame what is ‘agile project management’ - it refers to iterative and incremental method of managing the design and to build activities in a project with aim to provide new product or service in a highly flexible and interactive manner. A bit harder?

martial art agilityFurther, we find that agility training is fundamental to any (great) martial artist as well. In martial arts it is definitely true that some genetics play an important role in the development of agility; nevertheless, with the adequate practice anybody can improve his/her agility. That’s understandable.

Going even deeper to define agility we meet the use of the word ‘agility’ in leadership, too. What does it mean? Leadership agility is a mastery competency needed for sustained success in today’s complex, fast-paced, business environment. Such a leader has the ability and/or agility to operate in any manner and to think and react in a number of different ways. Does this sound more complicated?

Seeing very different connotations and the use of the same term, let’s pose a question – “How could we suggest a common denominator and explain it?”