LEADERSHIP: I-C.A.R.E. PART III. . .

Before we look at ‘I-C.A.R.E.’ we will conclude our brief exploration of ‘leadership’ (as a reminder, ‘leadership’ is a by-product of the relationship between the leader and the led).

‘Leadership’ understands that ‘Culture Matters’ and thus ‘leadership’ seeks to understand the ‘Culture’ and the ‘Sub-Cultures’ that are alive, if not well, within the organization. For many, if not all organizations there are three circles that intersect and that form, inform and powerfully impact the organization. Too many organizations pay attention to the first two and ignore, or minimize the importance and impact of the third. The first two I call: ‘Counting’ and ‘Customer’ and the third I call ‘Culture’. Organizations have to measure stuff – this is the ‘Counting.’ They also have to be conscious of who and how they serve – this is the ‘Customer.’ They also have to be aware of their core values, core guiding principles, deep tacit assumptions (among other tap roots that nurture and sustain), climate and environment – these help make up the ‘Culture.’

‘Leadership’ also understands that ‘Metaphors Matter.’ Thus ‘leadership’ seeks to discern, name and understand the primary metaphors that have been integrated by individuals, relationships and the organization (in our culture many organizations today have integrated a ‘banking metaphor’ as a primary metaphor – for example: people are assets, resources, commodities and investments). ‘Leadership’ understands that the metaphors they use will determine the paths they choose; an inorganic metaphor will take them down one path while an organic metaphor (say ‘community’) will take them down another.

‘Leadership’ is clear about and is able to articulate both its ‘Purpose’ (‘Purpose’ = Why we exist). ‘Leadership’ is also clear about ‘Vision’ (the Big Dream) and ‘Mission’ (what we do each day to live into and out of the Purpose and Vision).

‘Leadership’ is committed to helping everyone develop his or her skills, talents, abilities and capacities so that the individual and the organization will benefit. ‘Leadership’ is also committed to the ‘health’ of people, relationships and the organization (remember, an organization is individuals and relationships writ large). Are people healthier because they work here? Is the work done meaningful in and of itself?

‘Leadership’ helps all develop the skills and capacities to ‘solve problems,’ ‘embrace paradoxes’ and ‘resolve/dissolve dilemmas.’

Finally, for our purposes at this time, ‘leadership’ is committed to developing both ‘designated’ and ‘situational’ leaders.

‘Leadership’ might benefit from what I call: ‘I-C.A.R.E.’ Here is the ‘formula’:
• Inquiry =
• Choose =
• Action =
• Reflection =
• Experience =
What we intend/espouse =
What occurs =
Intended & Unintended Consequences =
Gaps (between what we espoused and what we enacted or between what we intended and the results) =
Why (for example: ‘Why’ did we get these results or consequences?) =

For Example: Why did we intend/espouse this? Why did ‘this’ occur? What were the consequences – intended and unintended? Why did these consequences emerge? What are the gaps between what we espoused/sought and what we obtained? What contributed to these gaps? How might we close the gaps? — There will always be gaps because we humans are imperfect beings.