BOOK A CALL

September 9, 2020

Context is Key

By Russ Lewis. Published online September 9, 2020

Every organisation has a particular set of problems created by the thinking system employed by its managers.
Humble leaders seek ways to improve themselves and their management teams. By opening themselves to learning and self-discovery, they see the flaws in their systems. This brings understanding, which makes what needs to change quite obvious.
This is the normal result of human strengths that bring us success becoming our weaknesses, over time.
My role as coach is to offer a new set of lenses with which to see different aspects of their own systems. I provide a new viewpoint, the answers come from the experts, my clients.

Thanks to David Wilkinson (The Ambiguity Advantage pp112-114), 🟩 Mo Raja (conversations about coaching), and Angus Jenkinson (purity of thinking) for creating the conditions that allowed me to reach this insight.

Categories:
Newsletter signup

    Recent Posts

    Ways of Working: 5 improvements for leaders

    Most ways of working still rely on functional hierarchy, where managers make decisions and workers do the work. Managers know they can't change this work structure, but they can transform its effectiveness without asking for permission and without needing a budget. Before exploring the changes that transform the way people work, we need to recognise […]

    Read More
    Manage tensions if you want an agile transformation

    Today’s challenge is that traditional management approaches, where managers tell people what to do and how to do it, are not as effective as they once were. Agile transformation takes years, but changing management’s focus from people to tensions could be a better solution. It is simpler, faster, and considerably more cost-effective. Management is the […]

    Read More
    Collaboration versus simplification for organisational change

    One of my favourite books on organisational change is ‘Who Moved my Cheese?’ It’s short, and mice looking for cheese to eat is an appealing analogy. It’s a model for managers because it covers four theoretical outcomes of change. Those outcomes are: what happens if I (or we) do, or don’t make this change, what […]

    Read More
    12 signs that using 'ambidexterity as an agile transformation model' is not my original idea

    You see, I thought I was the first agilist to make the connection between agile transformation models and organizational ambidexterity. Certainly, it seemed original when it emerged in conversation with my supervisor. In fact, it was Dr Alireza Javanmardi Kashan’s idea (better make it 13 signs), but it came from our conversation so we said […]

    Read More
    What is contextual ambidexterity?

    Contextual ambidexterity is a culture that expects exceptional performance in both innovation and operation, overturning the illusion that it is either/or. Contextual ambidexterity is agile for managers.

    Read More
    The Future of Agile Leadership

    Introduction The future of leadership is Agile There are many different types of leadership styles and not all work well in every situation. The most popular method, the "Command and Control" style which has been dominant for centuries, may be on its way out as research shows that this type of leadership does not foster […]

    Read More
    March 26, 2023
    12 signs that using 'ambidexterity as an agile transformation model' is not my original idea

    You see, I thought I was the first agilist to make the connection between agile transformation models and organizational ambidexterity. Certainly, it seemed original when it emerged in conversation with my supervisor. In fact, it was Dr Alireza Javanmardi Kashan’s idea (better make it 13 signs), but it came from our conversation so we said […]

    Read More
    August 13, 2021
    Visualising Progress at Daily Standup

    In the standup, we had a (brief) team discussion about tracking progress. I reacted against Jira because a) I dislike the user interface as it's a collaboration killer, and b) we aren't a software development or IT support team. Standup game visualises progress Three weeks later, team members Sam Thomas and @HughHadfield demonstrated this way […]

    Read More
    July 3, 2020
    New Normal: FGS Panel Discussion

    I joined FGS CEO, Peter Stroud and his guests discussing “the new normal”; James Hall, Global Storage Chief Technologist at HPE Frank Purcell, Operational Services Manager at Islington Council What you cant see is the wine-tasting that followed. Pete sent each of us a case of half-bottles of wine from Berry Bros. It was great.

    Read More
    1 2 3 11
    linkedin facebook pinterest youtube rss twitter instagram facebook-blank rss-blank linkedin-blank pinterest youtube twitter instagram