The Wise Leader: A Practical Guide for Thinking Differently About Leadership

Organizations emerge from conversations through which people see what might be possible. New possibilities are more likely to emerge when people connect through dialogue.

Step two – characterize self in each role For each of the roles you have come up with, ask yourself questions like: What emotions do you experience in each of these roles? What behaviours? What drives each of these personas? What sort of thing does each of these personas tend to say? What age/appearance is each of these personas?

The best way to influence is to create a space in which people can make sense of things for themselves. The

This leader takes more time to consider apparently simple issues and shows up to other people as being highly intelligent. She values intelligence in others and tends to consult with those she considers to be intelligent. Once she has worked out the complications of an issue to her satisfaction then she lets people know what they need to do and exp

This approach to leadership is still controlling and the approach of the leader may still be quite hierarchical. The leader still sees the organization as a system, just a more complicated system.

like many leaders, has bought into the idea that leadership is about being a great individual, a hero who others look up to for inspiration.

Paul Baltes said that the main motivation underlying the development of wisdom is not a striving for excellence, but a desire to improve others' lives14.

Our first principle then, in designing any leadership program, is to invite leaders to attend if they want to and ensure that there is no penalty attached to declining the invitation.

Active listening is too vague a term to be useful The five ways of listening may be more useful That all ways of listening are good, but some are better than others in some contexts. We need to be deliberate and purposeful else risk endangering important relationships