Leading from Being

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What makes an organization vital, alive? This is the first in a series of episodes about living systems. Marti and Todd talk about evolving a vision, taking an experimental approach, the necessity of growing and adjusting, and why worker disengagement is so high.

We learn about zooming in and zooming out, and why acknowledging the value and contributions of others is so essential.

Final segments: 
From the Edge - Pulses in the Field
Conscious Rant - Stop Blaming the System!

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How can we metaphorically imagine leaders positioned in an organization, if not at the top of a pyramid? What if scarcity were not attached to value? What happens when leaders "embody" meaning, or purpose, within their organization?

Marti and Todd address these questions, as well as the connections between generating meaning and value, and why stepping into experience itself is so essential for leaders.

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What do we mean when we say "leadership?" Or "consciousness?" There is importance in understanding meaning as it impacts effective we are as leaders. Action involves choice. Choices are based on value. Value is derived from meaning. 

Meaning is foundational - to understanding others, communication, the recognition of great ideas, and much more. In this conversation, Marti & Todd also discuss resonance, alignment, and competition in continuing the exploration of how "to be" as leaders.

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Transparency is not something you do, it's an outcome of being in full consciousness. When we feel safe and our awareness is directed to the world, we can bring our full unique selves into our projects and relationships. Todd and Marti talk about the bi-directional nature of transparency - it's not just what we show to others in particular contexts, it's also what we allow in as feeling and data. The metaphor of a semi-permeable membrane is offered as an example of this. 

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How do we plan for the future when all change happens in the present? Todd & Marti look at the roles of awareness and imagination in how leaders can move collectively toward a vision. Planning is a necessity, and we need shorter time frames, better states of being from which we plan, and core principles from which we operate. They discuss the interference of fear and worry as a "gateway." Todd introduces the idea of the organizational nervous system. Marti talks about the inextricable connection between consciousness and well-being.

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Why is it so hard for Marti and Todd to use "conscious" as an adjective, especially in relation to business? They provide some context as how we got here, and a call for leaders to go a layer deeper to sense and "be" with the underlying principles beneath the stories. One of these principles involves membership, or true belonging. They offer a nod of appreciation to Frederic LaLoux, as well as a discussion about the potential trap of using Reinventing Organizations as a blueprint.

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As Apple CEO Tim Cook exits the stage, critics mourn that Apple has begun to emulate more than create something new. We look at the role of consciousness in value creation, why we hesitate to use "conscious" as an adjective, and what it means to operate from a state of "being" rather than "doing."