“When you can relate to the present moment, make choices and distinctions, and bring those into the collective—that is where the facilitative and the leadership role really meet. When that happens, you’re able to help a group have the capacity to relate to presence and be available to what is emerging. That’s the interface that we’re interested in. That’s where we start to see performance outcomes in organizations, things that are meaningful—greater cohesion, higher performance, more productivity, bigger breakthroughs, and capacity to collaborate across sectors. That’s when we gain greater capacity to work in a multi-stakeholder way with our most difficult-to-solve problems.” – Rebecca Colwell, CEO, Ten Directions
In the midst of a conversation, a meeting, a conflict—what are you available to?
Your team, or the people you’re meeting with right now—how available is this group? And to what?
In your group or organization’s normal habits of functioning, what kind of information and insight is readily available? And what is (kept) out of reach?
Often when we think about the goals and aspirations we have for ourselves and our organizations, we’re likely to think of things like “agility”, “innovation” and “responsiveness.” Sexy goals. Aspirations that embody power, swiftness, capability.
And a lot of people spend a lot of time making assertions about what generates desirable qualities like agility, innovation and responsiveness. Undoubtedly, there are many (some more lasting than others) paths up the mountain.
We value those qualities, too, because when they are present, they usually generate engaged participation and increased well-being—both of which we want to foster more of in the world.
But when we get curious about these desirable qualities, we approach them from a reverse-engineering perspective.
What leads to innovation, creativity, agility, and responsiveness?