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As leaders, particularly of global organisations, face increasingly demanding 'current
concerns' in volatile financial, technical and political environments, the important
components of understanding the organisation's future and considering how to shape it, are
often postponed.
Unless the deliberate decision is taken to neglect such understanding, what options are
available apart from intensive retreats involving teams of staff and endless strategy
reviews?
An alternative is the regular creating of space for reflection about the longer term
context of the organisation. Typically, such reflection takes the form of group or
individual sound boarding, or 'being with', the leader(s) sessions.
During these sessions, the reflection on the future becomes a conversation with the
individual(s) to turn their tacit concerns and understandings of the challenges they face
into articulate exploration, sharing and clarification of what is not clear or
understood.
In this process, the bioss role becomes one of being a "conversational companion" and of offering ways of thinking or
reflecting on the longer term context / concerns, as well as
offering ways of thinking about the conversations.
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