Sublime

Chapter 17 Training Leaders

Identifying your part of the problem, what we call “your piece of the mess,” has two key benefits. First, doing so creates the opportunity to fix at least one element of the problem, the one that is more or less under your own control. Second, it models the accountability you are asking others to demonstrate in tackling the adaptive challenge at

Dr. Michelle Buck to help us out. Buck is a clinical professor of leadership at the Kellogg School of Management at Northwestern University, where she served as the school’s first director of leadership initiatives.

Good leaders understand it’s their duty to develop leadership skills in others by routinely asking team members to step into roles of greater responsibility so that they grow as leaders themselves. Doing so not only makes the whole team more effective, but it also prepares the team for worst-case scenarios, which in extreme environments are not all

“Instead of looking for saviors, we should be calling for leadership that will challenge us to face problems for which there are no simple painless solutions—problems that require us to learn new ways,” wrote Heifetz.[10]

That is the aim of this book: to provide an understanding of the processes and practices of leadership so that you can address the adaptive pressures that challenge anyone’s current individual and collective competence.

veteran leaders and hosts simply need to be reminded that we’re available, just a phone call or email away. The content of the veteran training is not particularly important.

An organization will be better equipped to identify and grapple with adaptive challenges if its people do not expect the CEO and other senior authorities to always have the answers.