#BuildingCapacity in a Collaborative Culture - what traits are required and what are the results? with Valerie Davis
Here at ebbf, we are fortunate to have access to Valerie Davis who shared the findings of her PhD research, studying the specific ways in which leaders apply collaborative leadership and the consequences of that mindset in their companies. Earlier this year, she was awarded a Doctorate from Fielding Graduate University for her contributions to research in Human Development and she will be one of the speakers at ebbf’s next international event taking place in a few weeks.
Launch of ebbf Research Group for Collaborative Leaders
During this ebbf online leaning session participants from Romania, Italy, Switzerland, China, United Kingdom, Germany, Ireland and United States explored the role of collaborative leaders.
It was a two-fold opportunity, firstly to hear Valerie Davis share her expertise in creating the space for leaders to gain a critical perspective on their goals, vision and effectiveness and secondly to begin the very exciting process of launching a Research
It will never be as good as one of these face to face meaningful conversations we enjoy at ebbf’s international learning events (if interested to attend, click here to book still a few places available) but all the same ebbf is offering the opportunity to join online explorations of the themes we will cover in the next international event.
Interested to hear what we learnt in one of the online explorations of what building capacity means and of what it takes to create the right culture to allow capacity building in a company?
Want to join Marjo Lips-Wiersma taking you through a "map of meaning" helping you create a more meaningful workplace?
ebbf member Marjo Lips-Wiersma was one of the participants at the recent ebbf annual conference and also a world expert in the area of Meaningful Work. She will now run a one-off three day workshop on meaningful work in the Netherlands together with Lani Morris (Msc in sustainability and action inquiry from Bath University) Their book on meaningful work, The Map of Meaning has just sold out and they are working on a second edition, which will include case studies of the implementation of their work by many of the participants of their workshops.
We asked Marjo, what are some of the key findings about Meaningful Work?
1) Blue, pink and white collar workers have the same desire for meaningful work.
2) Leadership, as it is presently done, does not create meaningful work.
3) Corporate Social/Environmental Responsibility does not, in itself, create meaningful work.
4) Meaningful work does not only require consultation, but also the power to change one’s circumstances (the culture and structure of the organisation)
5) Given their innate spiritual capacity, human beings know what is meaningful (but forget or have too many obstacles put in their way
6) Creating meaningful work is a bottom up rather than top down process
7) Meaningful work is holistic concept and as such is much more than making a difference, or finding one’s life purpose, alone.
Do you want to know how to co-create meaningful work based on solid-peer-reviewed research findings and ongoing action learning from our by now hundreds of workshop participants? Do you want to immediately apply the workshop knowledge/together with your own expertise and wisdom ? Would you like to generate a case study for the second edition of our book? Would you like the opportunity (but you can decide post-workshop) to become a certified Meaningful Work practitioner through and action learning/reflection/accompaniment process? If so join her workshop.
To see if this one-off opportunity is for you, please go to: http://www.inpractice.nl/agenda/10-06-2016_introduction+to+the+map+of+meaningful+work/
Marjo is New-Zealand based where she is a Professor/Hoogleraar in Sustainability and Ethics Leadership. She works in the US, Scandinavia, UK (Oxford) and Europe. The workshop material is designed to be immediately actioned and to be used in multiple settings – personal, group, community and organisation.
#ebbfmilan - how a design engineer became a global leader using trust, democracy and comfort with uncertainty
We interviewed Ana Saldarriaga keynoter at ebbf’s annual conference, fifth AIESEC international female and first Colombian president of this global Organization activating the potential of young leaders leadership in over 125 countries. Ana’s keynote and ebbf’s own keynotes at AIESEC’s international and national events continues a 15 year-long active relationship between these two networks that started when ebbf organized one of the first microcredit summits inviting then little known Muhammad Yunus and AIESEC to be protagonists there.
QUESTION: Ana where did your journey to become AIESEC’s global president start?
I come from Medellin in Colombia where I was studying product design engineering. Eager to broaden my experience abroad, I was searching for an exchange program when I came across AIESEC. I went to some of their intro talks at my university and found that this Organization could offer me much more than that.
At University I learnt methodologies to create physical products, in AIESEC I have become an engineer of social change, learning to solve complex problems, solutions oriented approaches to developing people and ideas, instead of products.
The kind of ideas that can transform the lives of people.
You will be able to enjoy learning from and interacting with Trip Barthel during the upcoming online pre #ebbfmilan event coming up at 20:00 (CEST) the 28th of April and of course during a number of sessions he will offer during ebbf’s annual conference in Milan ( join us there )
Question: what drew you to the area of consultation, synergy and consensus?
when i graduated from college I was thinking of going to law school but never quite understood the adversarial approach to resolving conflict. What did and still makes more sense to me is to get parties together to find a better mutually beneficial resolution, pretty much flipping on its head everything that law school teaches.
My first step at putting those principles into practice came soon after as the general manager of a small business.
I ran that company for ten years using values and principles that instead of hindering, created very successful financial and personal motivation levels for everyone who worked there, and indeed levels of staff turnover were non-existant, no one wished to leave that environment of justice.
Q: applying values in business seems like a sound principles but why do so many people fail in doing so successfully?
One element is to treat all of our employees in a professional and respectful way, responding as best as we can to their concerns, with most decisions in the office taken as a team and not top down. But most important of all is to create an environment of trust where people feel secure and empowered. People look at their leaders, at the actions more than the words of their managers. Time and again during my professional career I saw how they were waiting for the actions before totally trusting the person and the organisation.
Q: your subsequent work was in the area of legal mediation, what is different in the way you see this taken to its most successful outcome?
James Jennings recently joined ebbf and right away decided to offer this very interesting article that relates to the May ebbf international event’s theme and to the need of evolving our organizations towards a more human, connected and systems thinking flow.
“Every company’s wish is to have engaged employees. However, when 70% of employees are not engaged we have a problem: work is currently a terrible experience for the majority. The waste of human potential and economic gain is enormous.
I worked 9 years in a socially responsible Best Places to Work company during a period when revenues grew organically from $100 million to over $800 million. I worked on appreciative inquiry projects facilitated by David Cooperrider himself, attended the Center for Creative Leadership (CCL), used open book management, mindfulness, Getting Things Done and a dozen other practices. These were great programs put in place by intelligent and well-meaning people. Through them, I’ve seen the need and hope to make things better. However, for all that effort, even in a great company, a majority of employees were unengaged. There seems to be a ceiling to engagement.
Gallup surveys show engagement holding steady around 30% in the US and lower in much of the rest of the world. Despite greater awareness of engagement, availability of good programs, and analysis that shows better financial returns, engagement has not had breakout improvements. There has to be something that has not been addressed by the thousands of books, seminars, software, and other interventions.
#ebbfmilan - let's give a new meaning to commonly used business terms, building a new lexicon with Mika Korhonen
We are used to common business terms, but how can we create a new lexicon?
How can we reload commonly used business words such as ethics, decision making or capacity building giving them a new meaning and a new application?
At #ebbfmilan together with Mika Korhonen we will start together an ebbf track that aims to co-create a new right language to communicate and make meaningful change happen both in our workplaces and in economic systems.
To get us started with re-thinking values and common key words, check out ebbf’s own definitions of its seven core values.
#ebbfmilan - presenter Dary Enkhtor shares her experience connecting global with local and analytical with spiritual traits to transform leadership development
Dary will be offering a learnshop at ebbf’s annual conference this May #ebbfmilan, we interviewed her about not only consultation but beyond that on the transformational leadership experience that she went through at Rio Tinto in Mongolia.
Q – Tell us about your personal journey that lead you to explore leadership development
I was invited to work for Rio Tinto in Mongolia, at a time when Mongolia was undergoing a period of very rapid change; it seemed like a a wonderful opportunity to practically test, and learn from the implementation of transformational leadership programs.
My task was to first understand current leadership models, then leapfrogging western concepts of development, introduce a new concept of leadership that is the best of both worlds, combining world class professional standards and the best of leadership that Mongolian culture has to offer.
My first step was to do a survey on Mongolian and expat leaders from different sectors of government, civil society, business and leadership of Rio Tinto itself and trying to understand these people’s understanding of what makes a good leader.
What I found is that whilst conceptual ideas about leadership in the West are shifting from vertical to more horizontal, a more flexible and egalitarian style of leadership, in Mongolia and in much of Asia the model is still quite traditional – more a “Gengis Khan” style of the tough guy with all the answers, who holds onto information and dispenses it to subordinates only when and if he considers it useful to the situation.
So my challenge was the considerable one of bringing the two styles of leadership together applying latest thinking whilst being sensitive to local culture. The leadership training that was the outcome of this effort has ben going on for over three years and is now trickling down to more junior parts of the company.
Q – What were some of the reactions of participants to this leadership training experience?
London - Jelena Hercberga asks why does it take a crisis to push change in us? first ebbf breakfast in London
Jelena Hercberga, one of the co-organizers of the first ebbf london breakfast, shared some personal takeaways from that first ebbf event
“Is it our nature to take precautions only after harm has been done?
As individuals and organisations around the world are mobilising and uniting in the response to the current economical, ecological and perception crisis, I wonder whether it is in our human nature to lock the stable door only after the horse has bolted?
Last Wednesday we held our first “Breaking Bread” discussion – a joint project between ebbf and the Impact Hub King’s Cross London, aiming at exploring the theme of collaboration and partnership, as well as at understanding how we can collaborate better as a society.
As we were talking to John Steel, CEO of Café Direct, and exploring the theme on the example of the Fair Trade business model, I learnt that Café Direct is yet another positive initiative that was born out of the crisis.
Here is what Café Direct say about their creation:
We were born following the coffee crisis in 1989 when an international coffee agreement, which had fixed global
Paris - what was the atmosphere really like at #COP21? Report from ebbf & IEF members who contributed there
What was the atmosphere and the action really like at #COP21 ?
You can get fresh insights from the ebbf and IEF (International Environment Forum) ‘s members who spent some very intense days at #COP21 in Paris and have shared their photos, impressions, contributions in this report that you can find on IEF’s website: http://iefworld.org/cop21
We are planning an online “ebbf meaningful conversation” event soon to allow you to interact with them on what happened and what will happen.