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Sounds like you are expecting the organization to develop the leadership ability of its people. What if we looked at this situation the other way around and asked ourselves "how do we help people develop their leadership"? Part of the development path would need to include adaptability to various culture.

What do you think?

Steve Roesler

Hello, Martin

I always find it fascinating when someone flips a question, causing one to view the issue from a different angle.

That, in fact, is the question I would ask of any client and the one that I believe allows an organization to think more broadly about the possibilities. Certainly cultural adaptability would hopefully emerge in most organizations, as well as the question, "What kind of culture do we want to be intentional about building and reinforcing?"

Thanks for weighing in, Martin.


Steve you’re dead right about the death of the career. And the need to develop leaders by projects and fostering their skills and abilities.

Diana Guess

What makes a good leader is responsibility, integrity, self-confidence, communication, listening and of course capacity of taking the right decisions.
Also, at a leadership training program held by http://www.robinsonleadership.com, I've found out that leading by example... it's an important skill.

Kyle Dover


I like your questions a lot, but I would like to add one more to the mix.

Can we stop thinking about leadership in terms of certain positions, and starting talking about how to get leadership from all positions?

For me, leadership isn't linked to "getting (or having) the bigger job." So much important leadership needs to occur when the "leaders" aren't around, and I want to talk more about how to develop people to lead in these situations.

Our group recently started a new blog entitled Anyone Can Lead (http://www.teleosconsulting.com/category/anyone-can-lead/), which is devoted to the idea that sustainable success is more likely when everyone in an organization helps lead.

Our groups defines leadership as influencing others in the service of some shared purpose. For me, most leadership isn't about the BIG decisions that come from the BIG roles. Most leadership is what happens AFTER the big decisions occur - building commitment to action, clarifying expectations, reinforcing effective performance, surfacing and resolving relevant conflicts that block performance, and talking about off-track performance using a style that promotes learning and improved performance.

I have always believed that it's possible to teach these simple skills to virtually everyone in an organization. And, with these skills, you can improve performance and personal satisfaction, increase the speed of work, and be much more flexible to changing conditions and demands - in other words, you can be more valuable to yourself and the organization.

I am visiting many sites, looking for people interested in exploring this topic. I look forward to the chance to read more of your ideas and discuss some different approaches.



Thanks for sharing your great Article!

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