Business
In this episode, Marion Riehemann joins her first episode as the official co-host of the podcast! Marion and I cover multiple topics, including Action-Inquiry as an important practice for life and leadership, doing a "check-in" to create a real human connection that will make meetings and interactions more productive, and the importance of really listening to one another. The majority of the episode conveys what we believe are some of the prevailing issues that are affecting leaders, teams and organizations from our perspective. First, we re-establish the three beliefs of our coaching business: The world that leaders face is VUCA (volatile, uncertain, complex, ambiguous) Our conventional minds are not well-suited for VUCA Our minds can be re-trained to thrive in VUCA We then lay out the three tenets or principles that power our coaching work: We can measure leadership effectiveness in a VUCA world We can develop and sustain VUCA skills by overwriting the conventional "hardware" of the human mind We can accelerate the process of learning and leader development For today's episode, we go deep into the first two beliefs. First, it is important to acknowledge how VUCA shows up in our lives and leadership. We spend some time really bringing VUCA to life and share some astounding facts about the information overload and the impact it has on us. We encourage you to pause the recording and consider the following questions: Where do I see VUCA most in my life? My team? My organization? (Be specific here and really examine how this shows up) How is it helpful for me to learn this concept and how can I bring it to my team and organization? Once we acknowledge VUCA, it is then important to accept the limitations of our conventional minds when dealing with uncertainty and complexity. We share our observations about how we see leaders and organizations dealing with VUCA from our experience as coaches, and we then share the unintended consequences of bringing conventional thinking to complex challenges. We again encourage you to pause here and reflect on the following questions: Which of the conventional thinking habits to I tend to revert to when facing VUCA? What impacts do I see on my team and organization from my conventional thinking?