It is comparatively easy to help organisations to learn when they are facing a crisis. What is less easy is to enable them to learn continually. This requires moving learning from being perceived as a mandatory requirement to being embraced as a requirement for individual and collective growth, a requirement for life.
Posts Categorized: Insights
Never have we been so forewarned about a crisis that is unfolding and worsening in front of us. And too many organisations and sectors remain hell-bent on adopting the targets that they can get away with rather than the targets that are needed.
It is a huge conundrum for a leadership culture that has been trained to value quick wins, power, profit and prestige. The culture must shift to a heart-centred leadership that puts love for the living world first. Navigating that shift is the defining challenge of our time.
We tend to think of organisations as being more like machines than living systems. We speak of “running the organisation”, “owners of the business” and leaders who “drive change”. The language is appropriate for a car.
Traditional ideas about brand do not work well in the context of social licensing. Social license refers to the ongoing acceptance of your organisation’s business practices and ways of operating by your stakeholders. If you lose social license, you lose the legitimacy to continue
Organisations that value their reputation, their legacy and that want to be on the right side of history need a story about how they are contributing a positive impact. They need a story that they can tell with a sense of pride and that can bear external scrutiny.