Leadership Landscapes

by Cummings, Tom; Keen, Jim

• ISBN13: 9780230525696
• ISBN10: 0230525695
• Format: Hardcover
• Copyright: 2008-01-15
• Publisher: Palgrave Macmillan

Summary

Most of the books on leadership written over the last 50 years have focused on how to lead where tasks are mainly internal to the organization, and relationships between companies are straightforward market or buy-sell transactions. Things have now changed dramatically. This new book looks at the reality of most large-scale organizations, networks and constellations of today.

Author Biography

TOM CUMMINGS received his BA from the University of Puget Sound, Seattle, Washington and an MPhil. from Imperial College at the University of London. From 1987 to 1992, Cummings was an academic at IMD International in Lausanne, Switzerland, where he co-directed the workshop on Business
Alliances.

Over the past 20 years, he has held or contributed to Leadership and Senior Management Development positions in dozens of world-class companies in a variety of industries. He is an expert in the design and delivery of global, top class executive development programmes as well as in the facilitation of management board retreats.

Cummings holds Board positions at the Society for Organization Learning Council in Boston and at Progressio Foundation and Common Purpose in The Netherlands. He has been visiting faculty member at leading European business schools including INSEAD (Fontainebleau, France), TSM Business School and Nyenrode Business School in The Netherlands. He also speaks regularly at conferences and workshops on executive development.

JAMES KEEN earned his doctorate at Harvard University, and has previously held teaching appointments at Harvard, Lesley University, and also at Monmouth University where he held the Milicent Fenwick Distinguished Chair. Keen also served as Executive Director of the Governor's School of New Jersey, as chairman of the board of the international center for integrative studies and as Dean and Vice-President of Antioch College.
He has been coaching for more than 30 years with clients from the business world, the public sector and academia. Keen is the co-author of

Table of Contents

Preface	p. viii
Acknowledgements	p. xiv
Introduction	p. 1
A "considered" approach	p. 3
Two main ideas	p. 4
Seeing, being, and doing	p. 5
Leadership Landscapes	p. 7
Leadership is relational	p. 8
Leadership landscapes master perspective	p. 10
The most valuable leadership currency: leadership attention units	p. 13
Functions of the leadership landscapes perspective	p. 13
Atlas function	p. 14
Navigator function	p. 15
Presencing device	p. 15
Zooming lens function	p. 16
Balancing function	p. 16
Case study	p. 17
Case: outsourcing	p. 19
Integrated leadership	p. 23
Roots of integration	p. 25
The Equanimity Shift to Dynamic Balance	p. 29
The pieces of equanimity	p. 33
An eye for possibility	p. 35
Reframing	p. 36
Being present and projecting presence	p. 39
Recovering oneself	p. 40
Enduring commitment	p. 41
The whole of equanimity	p. 44
Leadership Seeing: How We Enact an Eye for Possibility and Reframe	p. 45
Eye for Possibility	p. 46
Sharpening an Eye for Possibility	p. 48
The art of reframing	p. 50
Key principles of reframing	p. 54
Key principle 1: honoring diversity	p. 55
The explorer mentality	p. 56
Team diversity	p. 57
Failing diversity	p. 59
Key principle 2: the safe space to create	p. 61
Working across the landscapes	p. 63
Leadership Being: Commitment	p. 67
Enduring Commitment	p. 68
Episodic Commitment	p. 68
Immediate Intent	p. 69
Common Fire	p. 70
Working with commitment	p. 71
Sustaining commitments	p. 72
Leadership Doing: How We Recover and Radiate Presence	p. 77
Action and decision taking	p. 80
Making conscious decisions (or not), and the risk of slipping into irrecoverable territory	p. 81
Being Present and Projecting Presence	p. 84
Presence in relationship to leadership landscapes	p. 84
Recovery	p. 87
The remarkable Dr Juan Rada	p. 88
Moments of Truth: Putting It to Practice	p. 95
Recognizing Moments of Truth	p. 96
Rising to the leadership challenge in our Moments of Truth	p. 99
Seeing	p. 100
Being	p. 101
Doing	p. 102
Toward Mastery: How to Do This?	p. 105
Mastery	p. 106
Practice	p. 107
Practice 1: Landscape balancing diagnostic	p. 110
Leadership landscapes default behavior	p. 112
Practice 2: Inquiry mapping	p. 114
Step 1: discover issues	p. 114
Step 2: cluster per landscape	p. 115
Step 3: create dimensions	p. 115
Step 4: discuss dimensions and relations	p. 116
Why inquiry mapping?	p. 118
Optional extensions	p. 118
Examples of inquiry mapping and powerful dimensions	p. 119
Why is this technique any different from just brainstorming or other workshop tools?	p. 120
Practice 3: The Reflective Moment	p. 121
Personal reflection	p. 124
Practice 4: Conversational partnerships	p. 125
Margaret Mead and Gregory Bateson	p. 125
Steve Jobs and Steve Wozniak	p. 127
Initiating conversational partnerships	p. 129
Coaching as conversational partnership for reflective practice	p. 130
Practice 5: FutureFacts	p. 132
Phase 1: creating futurefacts	p. 133
Phase 2: storyboarding futures	p. 133
Phase 3: drawing implications	p. 134
Classical Illustration	p. 137
The Northwest Passage	p. 138
The man who ate his boots	p. 140
Franklin's perspective	p. 141
Amundsen's breakthrough	p. 142
Notes	p. 149
Index	p. 153
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