November 30, 2015

Why Adaptive Leadership? 

• CI continues to pursue multiple fast–paced transactional and transformational changes 

• Much of the change is driven in an agile or iterative type manner 

• Leaders grapple with the ambiguity and lack of definition that comes with this pace and approach 

• We can help leaders become better ‘change leaders’ however, being more ‘adaptive leaders’ requires a new or different set of competencies. Its not change management and it will help change leadership – but its different!

January 06, 2014

• For proponents of adaptive leadership, leadership is a practice, not a position.

• Adaptive leadership focuses on leadership as a practice to be used in situations without known solutions.

Ronald Heifetz and his colleagues argue that adaptive leadership is a practice not a theory, defining it as the ‘practice of mobilizing people to tackle tough challenges and thrive’. It is a ‘distributed leadership’ model, which means leadership can be displayed by people across an organisation, not only by those in senior positions or management roles.

January 09, 2015

The way we work is changing forever. Workforces, workplaces, the work we do and the organisations we do it for are undergoing an unprecedented revolution.

The B Team and Virgin Unite have collaborated to research what the future of work will look like. This report shares insights from business leaders and case studies across multiple sectors and assesses the impact of global changes and technology on topics including the future of leadership, the multi-generational workforce, tearing up the org chart and wellbeing.

November 30, 2015

Companies can become more agile by designing their organizations both to drive speed and create stability.

June 15, 2015

Organizations are often run according to “the superchicken model,” where the value is placed on star employees who outperform others. And yet, this isn’t what drives the most high-achieving teams. Business leader Margaret Heffernan observes that it is social cohesion — built every coffee break, every time one team member asks another for help — that leads over time to great results. It's a radical rethink of what drives us to do our best work, and what it means to be a leader. Because as Heffernan points out: “Companies don’t have ideas. Only people do.”