Context: Why Do So Many Incompetent Men Become Leaders? The brilliant systems (i.e. organisational, operational) theorist Russ Ackoff once framed an uncannily similar issue along the lines that our organisational systems are in general exquisitely well-structured to continue producing precisely the wrong kind of thing. We might constructively decompose the problem into one not dissimilar […]
Monocultural or ideological hegemony in organisational leadership is a recipe for disaster. As a general observation, when organisational systems fall into overtly biased configurations and power symmetries, it is rarely a consequence of willful misdirection. From the interior surface of a half-mirrored labyrinth of self-validating justification and institutional logic, this kind of monocultural percolation may […]
One thing which really struck me when reading Aurelius’ Meditations was his degree of humility, considering the power he wielded as Emperor. It is unclear whether this was merely a rhetorical tool from a powerful thinker sensitive to the reception and interpretation of his words or if it was the authentic and humble gratitude of […]
The nature of leadership, at least beyond any simplistic caricature, is surely as an emergent pivot and catalyst for change. All members of an organisation are actors in this – the distributed leadership quotient – and the emergence of critical, decision-making nodes such as those we identify as “leaders” is perhaps merely an autonomous and […]
Organisational cultures are not born fully-formed (or in any sense static or complete), they are best cultivated and nurtured. For better or for worse, our leaders reflect the ground from which they grow…
The skills-sets required to obtain seniority are so often decoupled from those skills-sets actually required to perform professionally at that level.