Again and again I am asked about the significance of self-leadership within companies or organisations. Often, the background to this question is the desire to understand the connection between self-leadership, also in the context of one’s own transformation, agility and one’s own purpose in life in interaction with the transformation process of the organisation or company.
Two different perspectives come to mind:
On the one hand, the perspective from the individual in the organisation with regard to transformation and then, in the opposite direction, also the perspective from the organisation to the individual.
The conscious organisation
We certainly agree that ultimately an organisation is shaped by the people who form it. However, it is also true that once an organisation reaches a certain size, it develops its own dynamics, its own being or consciousness, so to speak. In our systemic organisational consultations, we therefore often put the organisation itself at the table as a participant in the development process (more thoughts about organisational consciousness can be found in the work of Peter Koenig).
The aim is to look closely at the extent to which the individual parts actually represent more than their sum. In other words, how to use all the synergies in such a way that they ultimately serve a larger vision. In such a process, it also becomes clear that both the individuals and the organisation itself must be willing to create and allow such synergies.
The prerequisites for a successful process of systemic transformation are therefore clearly directed at both levels.
The willingness of the individual to:
- Reflect on one’s own meaning in life and to consciously look for possibilities for finding spaces for this within the organisation.
- Communicate clearly what one’s own needs are and mirror them to the needs of the organisation.
- Grow
- To change
- Reflect and accept and share feedback
- To accept challenges
- To consciously look for new challenges
- Making uncomfortable choices (for both self and others)
- Giving space to others
- take up and develop free spaces for oneself
- constantly redefine and re-evaluate one’s own spaces, roles and tasks.
The willingness of the organisation:
- To recognise the purpose of life of individuals; and
- To create spaces and processes in the organisation through which individuals can self-determine roles that allow them to consciously pursue their purpose in life.
- To flexibly adapt the organisational structure and the ‘operating system’ of the organisation to the needs of the members of the organisation
- To establish an organisational culture that enables and promotes both individual and structural transformation processes
- To perceive vacant spaces without immediately occupying them, in order to ensure the possibility of development for individuals
- To adapt in a lively, agile and iterative way to the needs of individuals without losing sight of the overall vision of the organisation.
Mindful transformation of organisations through self-leadership
What becomes clear is that transformation is not possible without self-leadership. Only the willingness of individuals to transform themselves can lead to true change in the system as a whole. Individuals must be able or be enabled to reflect and communicate their needs, expectations, demands and dreams in a completely authentic, vulnerable and open way.
At the same time, it should be possible for the goals and visions of the organisation to be addressed in a specific way, sometimes even coming into conflict with the needs of the individuals. The culture of the organisation then needs to be able to bear these conflicts and challenges and deliberately find ways that promote the development of both the organisation and the individuals.
Without question, this can also sometimes be a painful process that means constraints or needs the time to allow for this development. If these opportunities do not exist, there is a danger of stagnation,
- either for the individual. This means that the person cannot grow as he or she needs to, needs are not met, an inner turning away from the organisation can then follow and motivation and innovation are reduced.
- Or with the organisation itself. Processes and development are slowed down to meet the needs of individuals, vision and mission are less respected or pursued, growth, innovation and success are diminished and in the long run this can lead to the organisation’s failing as a whole.
Mutual mindfulness is therefore essential.
the Gate of transformation of your organisation opens to the inside too
So if self-leadership is a prerequisite for transformation and it must start in the depths of the organisation with the individual member of the organisation, it is clear why the gate to transformation can only open to the inside.
Thus, when we ask ourselves why certain development processes in organisations and systems seem to take so long, we only need to look more closely,
- To what extent the individuals in the respective system or organisation actually want to embrace the necessary changes and
- To what extent the organisational or system structure and culture allows and promotes real individual transformation and development.
“In a world where organizations are self-managing, living systems, we don’t need to impose change from the outside.” Frederic Laloux
Take a look at your own organisation:
Where, for example, is diversity, inclusion, agility and self-governance actually promoted or where do such transformations remain mere lip service because either individuals do not want to support them or the organisational structure or culture simply prevents them?