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  • 29 Sep 2020 1:40 PM | Richard Dent (Administrator)

    Marty Linsky is one of the best-known authors and practitioners of Leadership Development in the world: as part of the Harvard faculty he has influenced leadership development worldwide for more than 40 years.

    On Tuesday September 22, TLN was honoured to have Marty host our first Future of Leadership session with a group of highly engaged LD professionals from around Australia, Fiji and New Zealand. 

    Marty explored the "with-Covid" challenges of our profession: what our own adaptive challenges are, and how we re-shape post-crisis so that we can help individuals, organisations, communities and nations create a better world. 

    Marty challenged our profession to practice "relentless optimism and brutal realism". The group explored with him how to engage with "constant communication beyond the 'check in'".  And Marty reinforced for us the importance of leadership in the times ahead:  a world which will require years of healing and recovery from the traumas of 2020.  The LD profession is essential to this healing, and is essential to the future of humanity.

    Our next session is with Julia Fabris McBrideVice President of Kansas Leadership Center. Julia has been at the forefront of best practice in virtualising leadership programs.  This session focuses on “The online holding environment and other virtual challenges ... in the context of real-world recovery”, including creating an online holding environment - an emotional "safe space" or "brave space" in which leadership development can occur. Julia will link this to the broader context of our profession.  Julia partly explores technical best-practice, but primarily is focusing on exploration of adaptive and LD practice challenges.  For LD professionals only.

    Following Julia's session, the series continues through to November with Stephen Duns (Harthill Australasia), Maxime Fern (AALI) and Louise Marra (LNZ), together with our special Spotlight Event with best-selling author Erik Larson in conversation with Kansas Leadership Center CEO Ed O'Malley exploring "Leadership and Resilience in Times of Crisis". 

    Numbers are limited. Bookings can be made from the TLN events page.

    These online events  are tailored for Leadership Development Professionals only.  The events are intended to continue to develop best practice LD and provide mutual support in our profession in the current context. 

    Richard Dent OAM FAICD

    Chair

    The Leadership Network

    PS All of the events above are free or discounted to TLN members. If you're not already a member, consider joining the network for great professional development, great connections and wonderful peer support.


  • 3 Sep 2020 9:06 PM | Richard Dent (Administrator)

    None of us expected 2020 to be quite like this. Our expectations shattered. Our worldviews changed. Perhaps our organisations upended, our teams under pressure, perhaps unsure of our roles or even ourselves. New decisions. Pressure everywhere. Transformation everywhere.

    Exercising leadership in a transforming world is deeply challenging. We need to hold to purpose: people expect us to deliver on goals, on shareholder returns, on policy outcomes, on KPIs.  And, they want us to exercise leadership for the wellbeing of our families and communities too. Yet as individuals we usually can’t do this alone: we need to influence others to adapt to the transformation, we need to influence others to lead the transformation too. But in doing this, we also need to lead our selves: to pay attention to our own needs and feelings as we mobilise others towards important outcomes. 

    It is sobering to remember that organisations and teams who fail to transform as fast as their environment are often doomed. And only purposeful, transformational leadership will avoid that fate. But it’s also reassuring to remember that we can do this: we always have. After all, anyone can exercise leadership anywhere, anytime: leadership is an activity anyone can choose to exercise: more than ever, leadership is not a position description.

    Excellent leadership begins with diagnosing what’s going on for everyone involved. What are our own feelings about the transformation required? What uncertainties do we face? What uncertainties are others facing? Every decision we make is a choice between competing values and outcomes: every decision probably means a loss for someone – even if hidden within a so-called “win/win” transformation. 

    Exercising leadership in transforming times probably means disappointing people. Many of us secretly long for the “BC” (Before Covid) years. Many of us liked the apparent security and stability we thought we had in our lives, in our jobs.  Leading people out of that security and stability and into a “With Covid World” may create a sense of disappointment, a sense of loss, perhaps even trauma. Good leaders help address that loss, perhaps heal that trauma, perhaps transform the loss to hope and optimism. Good leaders do this by energising others, by connecting to purpose, by regulating emotional temperature, by fostering trust, and by being vulnerable enough to seek input from multiple perspectives – not just the safe viewpoints of the comfortable voices.

    As we lead self, lead others and hold to purpose, we may face the temptation of being the “hero leader”: the fount of knowledge, the source of truth. Yet if we truly want to lead transformation, we need to work out how to engage with the views of others: safely, non-judgmentally, productively. Perhaps this means gathering a team of diverse colleagues to wrestle with a challenge. Perhaps this means throwing out our challenge to someone with a completely different background or worldview. Perhaps it means leading ourselves to let go of some cherished belief. Perhaps it’s all of these.

    The world has always been transforming around us, and we’ve always needed to adapt to survive. Right now the transformation is at warp-speed. And so the leadership we exercise needs to swiftly adapt too: our BC thoughts of leadership may need updating. We owe it to ourselves to take time to think about the way we exercise leadership. To reframe leadership of ourselves and of others, and to reconsider and hold to purpose in the current world.  

    Because only through exercising purposeful leadership can we hope that the new world currently emerging is better than the BC world we used to inhabit. We owe it to ourselves to exercise that leadership.

    Richard Dent OAM is Chair of TLN.


  • 15 Jan 2020 5:37 PM | Richard Dent (Administrator)

    Message from incoming Chair Richard Dent OAM

    At the Leadership Network, we hold in our hearts and our minds everyone affected by the devastating bushfires across Australia. We offer our deepest sympathies to those who have lost loved ones, property and animals. And we profoundly thank all those involved in the response: the volunteers, the staff of many organisations and those leaders who have stepped up to meet this unprecedented challenge.

    Leadership is playing a vital role in these appalling bushfires. From the courageous response of fire crews, to the compassion shown in communities on the ground, and the practical actions of many individuals and organisations across the country and indeed the world. We have seen many impressive examples of leadership during this disaster and we are all thankful for them.

    As 2020 commences against the backdrop of bushfires, unrest in the Middle East, increasing technological, economic and ecological concerns and many other strategic issues for business, government and community, the question of leadership is right at the fore. Excellence in leadership development has never been more important.

    It is in this formidable context that I am honoured to have been appointed the new Chair of The Leadership Network. I will do my utmost to help deliver on our mission to support leadership development in order to build better leadership in Australasia and the Indo-Pacific Region, whatever the future may bring.  

    In taking up this role I want to sincerely acknowledge and thank Angela Driver for her outstanding contribution as Chair for the past six years. With her unfailing energy, intelligence, good humour and wisdom, Ange has been instrumental in shaping the Network. I am delighted therefore that Ange will continue to support the Network as part of the wonderful TLN Board.

    The Leadership Network is the leading organisation for professional leadership development practitioners across Australia and the Asia Pacific. It is for leadership development practitioners.

    2020 will be a time of continued significant progress for TLN. Our aim is to eventually engage with and support every member of the leadership profession. That’s why in 2020 we will significantly increase our activity.  

    Our 2020 Symposium is already being planned. Our schedule of interactives webinars, podcasts and thought pieces is in train. Our plans for geographic and interest-group communities of practice are underway.  Your input into all these activities will be important.

    While TLN exists for leadership development professionals, in 2020 we also want to communicate the importance of good leadership more broadly. One theme we are likely to explore this year is the business, government and community leadership needed to address and mitigate climate change, and the leadership required to prevent, prepare for and respond to disasters.  

    From 2020 TLN members will also have the opportunity of publishing pieces on the current and future practice of leadership, particularly as it relates to contemporary and emerging issues in workplaces and in the world.  

    In 2020 we will provide opportunities for practitioners to enhance their practice and connect with others in the profession.  To this end, we are partnering with organisations providing professional development for our industry.  Our first two opportunities for 2020 will be:

    ·         Lewis Deep Democracy / Co-Resolve 19-20 February (details tba)

    ·         Harthills Leadership Development Profile Accreditation 10-12 March 

    Member discounts apply to most TLN activities. We encourage all current members to let their networks know that TLN membership is important for practitioners and the communities they serve.  There are many excellent direct benefits for members. We believe every practitioner in the Region – consultancies, individual practitioners, CLOs, OD practitioners in business/government/NFP and more – would benefit from being a TLN member.  Membership information is here (link)

    If you want to contribute to the TLN mission or participate in our activities, or would like to find out more, please reach out to me at (email address)

    2020 will be full of challenge, progress and success. TLN looks forward to working with all of our members to help shape an even better leadership development profession, and a better world.

    Richard Dent OAM FAICD

    Chair


  • 18 Dec 2019 11:43 AM | Richard Dent (Administrator)

    Dr Niki Vincent's 2014 Doctoral thesis explores leadership consciousness and its applicability in Australian leadership. Dr Vincent's work is based on frontline research of several hundred Australian leaders, and references Heifetz, Grashow, & Linsky,  Bob Kegan, Susan Cook-Greuter, Jane Loevinger, David Rooke and Bill Torbert and many others.

    Promoting post-conventional consciousness in leaders - Australian community leadership programs (N Vincent et al).pdf
  • 18 Dec 2019 11:36 AM | Richard Dent (Administrator)

    David Rooke & Bill Torbert authored a seminal article on Leadership Consciousness: "Seven Transformations of Leadership", published in Harvard Business Review in 2005.   This approach has evolved and been enhanced considerably since publication, however as a core grounding for good practice, this framework is recommended reading for all leadership development practitioners.

    seven transformations of leadership rooke and torbert.pdf

Articles Invited

The Leadership Network is committed building the wisdom and practice of LD professionals.  If you have authored or would like to suggest an article related to progressing our profession, please let us know. .

Closing the gap.pdf


About the network

The Leadership Network exists to support individuals and organisations who build leadership capacity in their organisations and communities. 


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