In our work, as regular readers will know, we support senior leaders in shaping the thinking (creative exploration, option generation, decision making) and behaviour (values, ways of working, culture) of their senior teams and organisations. Many years later, we still find the 4i model helpful in framing this task.
As a colleague pointed out to me this week, one of the early management theorists, Jacques, made a big deal of getting the right sort of thinkers at the appropriate level in an organisation (noun) with the right degree of ‘requisite organisation’ (verb) – see this and this.
However, this more modern piece – actually published this week – is a more contemporary account, with the role of CEO as the guardian of not just the thinking of an institution, but of its behaviour too. We like this – as do a number of clients we have shared it with over the last few days.
We have long believed that what leaders say and do matters – more than their ability to personally think clever new ideas. This twin focus (on thinking and behaviuour) is part of the way we like to develop teams in what we sometimes call our ‘Team Gymnasium’ of several development sessions linked to specific readings, assessments and conversations. Some of the ideas that are core to this process are those of Lencioni (for his team model), Heron (for the 6 interventions), Fairtlough (for responsibility autonomy) – alongside some of our ideas on VIP (values into practice), FFO (front foot organisations) and NPO (noble purpose organisations).
As always, we are happy to share more on any of this FOC (free of charge)…