We all live in a volatile, uncertain, complex, and often ambiguous world. The pace of change we encounter is unrelenting, and advances in technology appear lightning fast. The Social Age has dawned too and is sweeping the world, making global communication, learning, and development so much easier.
Set against this context, I will, in a series of five posts, set out how you can develop an authentic leadership approach based on curiosity that helps you to become a more authentic leader and manager.
For many leaders, the response to the kind of intensity I described in the opening paragraph of this post is ‘command and control.’ And yet I observe a growing demand for authentic leadership. Many leadership writers, Henna Inam among them, call for an evolution in our leadership practice in the face of such intensity. What they seek is a move towards a more efficient and authentic leadership approach. That may be the case, but what do we know of it?
I believe that most of us recognise authenticity when we see it. Many of us aspire to be more authentic in our style and approach, and yet still fewer of us pursue that option. In essence, I think this is because the ‘command and control’method is a more straightforward style. Unfortunately, in my direct experience of doing and receiving that approach, it is not necessarily the one that achieves the best results!
When I learned to adapt my role to a more authentic style, I realised the opportunity for people to grow seriousIy and develop. I enabled them, empowered them, and improved their productivity and engagement with me, our team, and our organisation. If it works that well you’re no doubt wondering why more leaders don’t adopt this style? Unfortunately, that is because there are still too few active role models, which leads to uncertainty for those wishing to develop and grow as an authentic leader. Another major challenge is the cultural climate in which aspirants work. The risk and lack of control perceived by executives and managers, though not necessarily the practical reality, is viewed as too dangerous.
If you still wanted to try to change to a more authentic approach, how might you do this? One simple way to begin your development is to grow your curiosity – about yourself, about others, and about your organisation. By doing this, you will become more adept at managing change in its many varied forms. It will enable you to feel, think and act genuinely and authentically. It will help yu to secure the commitment and engagement of your team, and increase productivity, results and outcomes.
In my next four blog posts in this series, I will offer further insight into how growing your curiosity can open up your thinking, challenge your practice, and stimulate your development.
In the second post in the series, I will focus on curiosity and self. In the third post, I will advise of curiosity and others. In the fourth post, I will offer my ideas on curiosity and your organisation. Finally, in the fifth post in the series, I will share my thoughts on how building your curiosity will help you better manage change.
In each post, I will be offering some next steps to improve your curiosity, and thus aid your development.
As always, I welcome your comments and meaningful dialogue. I am always happy to listen and ready to help. I wish you an entertaining and enlightening experience of the series of posts. Thank you for reading.