The core tension that we manage as adults, in my opinion, and especially as leaders, is the tension between purpose and safety. Each of us is oriented toward a purpose that desires to come through our lives.
“The organizational system cannot operate at a higher level of performance than the consciousness of its leadership.” This statement, made by The Leadership Circle’s Founder and CEO Bob Anderson, highlights a fundamental truth that eludes most leadership development initiatives. In our white paper, The Spirit of Leadership, Bob explains how to develop the level of consciousness required to lead in the midst of escalating complexity and demands.
The Leadership Circle Profile contains the most complete set of dimensions for increasing a leader’s or an organization’s innovative capacity, flexibility, and agility. However, this fact is only the beginning of the argument for why The Leadership Circle Profiles are designed for this outcome. The main reason has to do with the relationship between complexity and consciousness.
Last month we discussed how The Leadership Circle can be used to create a more innovative, flexible, and agile leadership culture in an organization. This Leadership Quarterly discusses Part Two on this topic—a case study example of how The Leadership Culture Survey describes precisely what is needed for a specific organization to be more agile, flexible, and innovative.
