Invisible Leadersip
Pankaj Bhargava
pankaj at people-builders.com
Fri Jul 20 01:26:32 PDT 2007
Hi Craig
Really tempted to respond. Some funny and some serious thoughts
a. How does something that is invisible have a shadow?
b. Leadership to me is not about being selfless but an extremely evolved form of selfishness. Where one is selfish about the purpose and joy of building others.
c. I presume when you talk about people taking responsibility you mean credit. Because if it is responsibility then that is something that from my perspective a leader retains. More so if there is a failure.
d. I also believe that the power of the invisible is felt by the system though it may not be seen. And sooner than later system does also "reward" it appropriately. If it does not it runs the risk of losing out on the leader itself. But in either case I believe that the leader makes the choice of living his value of "invisible leadership" than see it as something that needs to be balanced with the other rewards.
Regards
Pankaj
-- original message --
Subject: Re: Invisible Leadersip
From: Craig Gilliam <wcraiggilliam at hotmail.com>
Date: 19th July 2007 1:51 pm
Another question on invisible leadership--
I know several people who, working in their organizations, did some good
work, but their work was behind the scenes. When the smoke cleared, other
people were taking responsibility and, thus, received the monetary and
positional rewards. I know I am hearing about this through their lenses, but
it seemed to fit. Granted, hopefully, we do things not just to be "the best
in the world," but "the best for the world," but I also do not want to be
naive. Finances and position are important, even though values have to be
held in tension with it and everything has a shadow. But at what point does
my being "selfless" become a negative implosion or reaction to egotistic
functioning verses a healthy self-realization? How does one distinguish
between healthy ego and destructive egotism?
Maybe my question is, What is the shadow side of invisible leadership?
I hope this gets at what I am trying to ask, explore or communicate.
Thanks,
Craig
----Original Message Follows----
From: Phelim McDermott <phelim at mac.com>
Reply-To: OSLIST <OSLIST at LISTSERV.BOISESTATE.EDU>
To: OSLIST at LISTSERV.BOISESTATE.EDU
Subject: Re: Invisible Leadersip
Date: Thu, 19 Jul 2007 13:39:59 +0100
As Milton Erickson said... You cant learn to swim on a piano stool!
By the way i was just sent the Tao of leadership by a friend and although i
already had it it made me reread it and i found myself rereading it all!
The tao of open space
Phelim
On 19 Jul 2007, at 12:24, Harrison Owen wrote:
>Michele – I just can’t resist. When the facilitator (Communications
>Skills) leaves the circle all together and goes and takes a nap – that is
>Open Space. By the way, I suspect you will find that reading will not get
>you there. Just do it!
>
>
>
>Harrison
>
>
>
>From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of Michele
>Frankel
>Sent: Thursday, July 19, 2007 4:53 AM
>To: OSLIST at LISTSERV.BOISESTATE.EDU
>Subject: Re: Invisible Leadersip
>
>
>
>I don't know why I am drawn to Open Space. I have not read enough yet of
>what it really is but on invisible leadership in a theatre and a
>communication context I have a few experiences.
>
>
>
>Theatre
>
>
>
>Bringing actors together to devise, they have in the past not only said
>'we did it our selves' but also we are going to carry one doing it -
>without leadership. It was suggested on a panel at the theatre museum,
>that as a feminist woman theatre director in the late 7O's early 80's , I
>was shy and or uncomfortable with the notion of assuming leadership power.
>
>
>
>Communications Skills workshops with students.
>
>
>
>The facilitator sits slightly out of the circle. The facilitator uses I
>statements or emphatics ( nods, gestures, listening sounds) , research has
>found, this encourages other participants to speak more and have more
>words in each of their sentences.
>
>
>
>'The art is making it look like there is no art.'
>
>
>
>Are there many/any speech therapists, involved with open space?
>
>
>
>Michele
>
>
>
>
>
>
>
>On 7/19/07, Pankaj Bhargava <pankaj at people-builders.com> wrote:
>
>Very true. And only such leadership builds institutions. Because when the
>work is done, people say "we did it ourselves". Yet it is so uncommon to
>find because the gratification for many comes from the thrill of being in
>spotlight and being applauded for their charisma than the joy of having
>built people and thereby an instituion. Yet all great companies have been
>built by many invisible leaders.
>
>Regards
>
>Pankaj
>
>-- original message --
>Subject: Invisible Leadersip
>From: Harrison Owen <hhowen at verizon.net>
>Date: 18th July 2007 3:32 pm
>
>A friend once said, the mark of a true leader is that you never notice
>him/her. I think it was Gandhi who said something like, with a good
>leader,
>the people think they did it all by themselves. Another friend who was the
>director of a very large federal agency (and my boss for a period of time)
>told me that every time he had to resort to an overt use of his position,
>power and authority, he had failed in some substantial respect.
>
>I know that we have been treated to the headliners on the conference
>circuit
>billed as "charismatic," "inspirational," "aggressive" leaders. They
>probably have all of those characteristics, but I don't think any of them
>really make for good leadership. Those sorts of people tend to fill up
>space, and hog the stage. It may look good under the klieg lights, but in
>my
>own experience it is a real downer when it comes to individual and
>collective performance in an organization.
>
>I doubt that anybody is ever totally present and absolutely invisible, but
>that is not a bad ideal. It creates a lot of space in which good things
>can
>happen.
>
>Harrison
>
>-----Original Message-----
>From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of Craig
>Gilliam
>Sent: Wednesday, July 18, 2007 10:01 AM
>To: OSLIST at LISTSERV.BOISESTATE.EDU
>Subject: Re: Report from the field
>
>Harrison wrote:
>"No question that experience is a plus when it comes to the subtle art of
>doing nothing, being fully present, and totally invisible."
>
>These three descriptive images struck a deep cord in me--1) the art of
>"doing nothing, being fully present, and totally invisible."
>
>I am not certain what I am asking, but here is a attempt to ask or invite
>conversation on this notion of invisibility. I both love it and hate
>it!!!
>
>My question is around the image of totally invisible. Wow! at the danger
>of revealing my own "stuff," that one is tough, but powerful. Especially
>in
>
>a "game or culture" where I believe invisibility is counterintuitive.
>Some
>of it or maybe a lot of it is ego, but does this word invisible mean
>different things in different situation or contexts? If there is a
>difference, how does one separate unhealthy invisibility from healthy,
>needed transparency, vulnerability and "not being seen"?
>
>I like OS not only as a technology/methodology, but as a way of being and
>doing leadership in all contexts and as a way of learning about systems.
>Does invisibility have a shadow side? Is there sometimes when as a
>leader,
>invisibility, if not practiced artfully, whatever that means, can be
>counter-productive or a way of not taking responsibility?
>
>The bigger question I am trying to get at is: I would love to hear more
>discussion about this notion of leadership and invisibility. While it
>strikes deep, I am working to understand the implications and effect.
>
>Thanks,
>Craig
>
>
>
>
>
>
>
>
>----Original Message Follows----
>From: Harrison Owen < hhowen at verizon.net>
>Reply-To: OSLIST <OSLIST at LISTSERV.BOISESTATE.EDU>
>To: OSLIST at LISTSERV.BOISESTATE.EDU
>Subject: Re: Report from the field
>Date: Sat, 14 Jul 2007 08:16:53 -0400
>
>Alan - I like what you are doing here! And yet I felt a cautionary flag
>fly
>at some points. You said (the sponsor said), "I invite everyone to express
>your passion and responsibility for things you feel are important. Let's
>see
>where Open Space takes us!" Nice, and I also think it is worth while
>remembering that Open Space doesn't take us anywhere. We do the "taking."
>Open Space, as a process, only invites us to do what we all can and do do,
>naturally. Success for me occurs when we get rid of the middle man (OST).
>And I find these thoughts take me further to consider the role of the
>facilitator. No question that experience is a plus when it comes to the
>subtle art of doing nothing, being fully present, and totally invisible
>:-).
>I think it is also true that anybody with a good head and a good heart
>(more
>heart than head) can play the role very effectively - just as effectively
>as
>someone with years of experience! It is not only that Open Space is so
>simple (which it is), it is also just natural, which is another way of
>saying that everybody has equal access, provided they choose to walk
>through
>the door. The other day I got a note which said in part, "I was surprised
>to
>find out that there was a hierarchy in the OST community and everyone
>having
>a specific place to hold, voices are not equal and politics prevails in
>certain circuits Just the same old same old... I'm not sure this is what
>you envisioned with OST." I have no idea what the specific circumstances
>were, and less interest in finding out. But presuming that we have the
>creeping tentacles of elitism sneaking in - a good dose of the Law of Two
>Feet and a clear recognition of the Universal License of Open Space
>(everybody has one by birth) should do the trick. Or something.
>
>
>
>Harrison
>
>
>
>
>
>
>
> _____
>
>From: OSLIST [mailto:OSLIST at LISTSERV.BOISESTATE.EDU ] On Behalf Of Alan
>Stewart
>Sent: Tuesday, July 10, 2007 3:47 AM
>To: OSLIST at LISTSERV.BOISESTATE.EDU
>Subject: Re: Report from the field
>
>
>
>Harrison and All
>
>
>
>Picking up your focus on respect and how it emerges .
>
>
>
>Tom Atlee, who you may be aware of, <http://www.co- intelligence.org/>
>http://www.co-intelligence.org
>
>articulates very nicely the 'reason' why processes such as Open Space are
>so
>critical to bringing forth a spirit of 'We are in this together.'
>
>
>
>Or, in these words which I found when poking around in Jack Ricchiuto's
><http://www.designinglife.com/> www.DesigningLife.com , to help promote
>awareness of
>
>
>
>"Our behaviors change only if we decide to belong together differently."
>
>
> Margaret Wheatley, author of 'A Simpler Way'
>
>
>
>Tom notes: "Co-intelligence, dialogue and democracy all flourish best
>among
>peers. It isn't a matter of everybody being equal in every way. It is a
>matter of everyone having comparable power to influence the outcome of
>their
>interactions and, most importantly, everyone giving each other respect.
>
>
>
>This is, unfortunately, seldom the case. Most of us have deeply ingrained
>ways of not respecting each other -- sometimes without even knowing it.
>This
>is one of the main reasons that we need "processes" and "facilitators" to
>help us get good results from our meetings and conversations."
>
>
>
>
>
>As those of us who facilitate/host conversing processes know, the
>according
>of respect occurs spontaneously and naturally when conditions for self
>organizing are in place. And that this happens (at least for now) in the
>hands of skilled and experienced process facilitators working with
>sponsors
>who intuit the potential value in letting go of control.
>
>
>
>In the case of the group with whom Vivien Pau and I were working in
>Shanghai
>last week:
>
>
>
>The notion of 'circularity', which comes from cybernetics - the study of
>self organizing systems (or of how 'one thing leads to another') - may be
>useful in understanding what transpired.
>
>
>
>Being treated with respect was not a novel experience for the participants
>in this instance. For what was readily apparent to us was that the CEO (an
>Aussie) habitually accorded respect and trust to his colleagues. This led
>him to take a 'risk' of bringing in OST for the company's deliberations
>even
>though he had not ever experienced it. He did so at Vivien's suggestion,
>whose professional judgment he trusted having engaged her services last
>year
>with good outcomes. In turn the team of 40 people 'dived in' when trusting
>the process as their 'boss' - who they greatly respect - said it was OK.
>None of these other people had ever heard of OST prior to the event.
>
>
>
>We supplied the form of words with which the CEO introduced the Open Space
>component. These concluded with:
>
>
>
>"I invite everyone to express your passion and responsibility for things
>you
>feel are important. Let's see where Open Space takes us!"
>
>
>
>As I reported the process fitted very well with their existing ways of
>interacting with each other. And their consistent feedback at the closure
>indicated their delight that Vivien and I had accepted their invitation to
>open space for them.
>
>
>
>Now they have the language and the experience to carry them forward with
>greater vigor and awareness.
>
>
>
>And we are inspired likewise.
>
>
>
>My observations on the role of young women as integral team members brings
>this to mind:
>
>
>
>If I were to wish for anything, I should not wish for wealth and power,
>but
>for the passionate sense of the potential, for the eye which, ever young
>and
>ardent, sees the possible. Pleasure disappoints, possibility never.
>Soren Kierkegaard
>
>
>
>Go well
>
>
>
>Alan
>
>.
>
>
>
>
>
>
>
>
>
>----- Original Message -----
>
>From: Harrison Owen <mailto:hhowen at verizon.net>
>
>To: OSLIST at LISTSERV.BOISESTATE.EDU
>
>Sent: Sunday, July 08, 2007 8:15 PM
>
>Subject: Re: Report from the field
>
>
>
>Alan - the experience of respect in Open Space is a first for many people,
>and may be the first step to renewal, creativity, and for some, healing.
>There seems to be a natural progression from respect to trust to hope. At
>least I have seen it play out that way on countless occasions. This
>progression is most obvious (and most needed) in highly conflicted
>environments. I guess it is most obvious there because people usually
>experience so little respect that it comes as very much of a surprise. It
>is
>a constant wonder to me that people can survive in situations bereft of
>respect and literally dripping with a level of pathology that for me is
>incomprehensible. It is an even greater wonder (mystery) that these same
>people can consider this situation to be "normal." If the "situation" were
>a
>concentration camp, that makes a certain amount of sense - but more often
>than not we are talking about a "perfectly respectable" business or
>corporation. Then again, I guess it is not so strange for the standard
>organizational structure seems perfectly designed to limit, even
>eliminate,
>essential human connection, to say nothing of respect. Folks are locked in
>boxes and deprived of information all in the name of efficiency,
>effectiveness and productivity. The name of the game is fear and control.
>Nothing new here, and hardly a deep insight - but under the circumstances
>Open Space is definitely revolutionary, if only because people are invited
>to leave their cages. The greatest wonder may be that we are ever invited
>to
>open space.
>
>
>
>Harrison
>
>
>
>
> _____
>
>
>From: OSLIST [mailto: OSLIST at LISTSERV.BOISESTATE.EDU] On Behalf Of Alan
>Stewart
>Sent: Saturday, July 07, 2007 7:54 PM
>To: OSLIST at LISTSERV.BOISESTATE.EDU
>Subject: Re: Report from the field
>
>
>
>Hi All
>
>
>
>To resume the flow post July 4 holiday and Live Earth connectings (still
>going strong in the Western hemisphere) ...
>
>
>
>Here for your information is a brief report on a happening last week in
>the
>East which you may find helpful for your
>
>purposes. This is slightly adapted from what I sent it initially to a
>marketing agent here in Hong Kong.
>
>
>
>
>
>"Am back after a very productive few days in Shanghai co- facilitating a
>workshop which featured an Open Space component for the senior management
>team of a large international hotel company. This was with my friend and
>colleague Vivien Pau.
>
>
>
>They got Open Space in one. By this I mean there was no stopping the flow
>of
>respectful interaction. For example, the CEO and the most recent recruits
>talked to each other animatedly if they found themselves in a session
>which
>they felt strongly about.
>
>
>
>>From your barest soup con [small taste] experiencing of group
>conversational
>processes you may have a glimpse that when all feel totally respected and
>included remarkable outcomes are likely.
>
>
>
>Among these are new found deeper relationships and associated questioning
>from which emerge changed mindsets, creativity, innovation, collaboration,
>commitment. The overall result? $ and Joy.
>
>
>
>The immediate outcome of the two day event was a clear set of strategies
>by
>which to achieve defined goals by the end of next year.
>
>
>
>And a request for me to change my flight so as to stay on to party with
>them
>after the closure. <smile>
>
>
>
>The 40 people present - from all around China - included several young
>women, ie around age 30-35 (in my 'take') who were very articulate and who
>contributed with great confidence. Wondrous to observe!
>
>
>
>You may be most heartened to know that organisations whose financial
>success
>is based on such an open corporate culture exist in China. For others are
>sure to follow when given the opportunity to notice what may happen when
>they engage the services of skilled facilitators."
>
>
>
>With warm regards
>
>
>
>Going well
>
>
>
>Alan
>
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