Tag Archive for: Leadership

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Creating the future with 3D mapping

26.11.2021

The current time requires constantly to deal with challenges and to deal with change. There are many forms of facing these topics. Most of these formats are very rational. With 3D mapping, a completely different approach is practiced: in a creative and intuitive way, approaches to solutions are found and developed. Creating the future with the help of 3D Mapping.

And what exactly is 3D mapping?

An organizational development method created by the Presencing Institute and used primarily by teams dealing with change and challenges. 3D Mapping provides the ability to visually map a system or issue or idea and look at how it might evolve from multiple dimensions and perspectives.

The strength of this method lies in the fact that participants think out of their heads, work with their hands and create a model together. One does not think about the current situation and its possible development.

In a creative and intuitive development process the image of “reality” is created. If the knowledge of one’s own hands is trusted, one does not fall back into habitual ways of thinking about the present and imagine the future as a continuation of the existing, but it is very likely that new ways will be discovered. And that is exactly what creating the future with the help of 3D mapping is.

Creative techniques are used and different creative materials are employed. At first glance, it looks a bit like a DIY session, but it is an innovative method that has long since gained recognition in the business world. At the latest after Design Thinking has conquered the stage.

3D Mapping in 3 steps

Before ideally 4-7 participants start creating the model of their system or their issue, it is made clear what the intention is and what the focus of the mapping is.

The first step is then to create a mapping that represents the current state of a system. Each object in the model represents a different element, quality or stakeholder of the system.

In the second step, team participants reflect on the model from four different perspectives and with different questions. This gives the participants the opportunity to each develop a different view of the existing system from a different archetypal perspective.

In the third step, the participants design the future based on the insights gained. To do this, they change the model in such a way that it better represents the new future they want to bring into the world.

Afterwards, the overall process is reflected upon and measures can be derived to solve or redesign the problem. As a rule, these measures are characterized by the fact that they get to the point and prioritize themselves immediately. In addition, there is no need to call in a committee of implementers. This has already been done in the process.
That’s probably why this method is so powerful. It is sustainable.

An example: 3D mapping in a nursing facility

A few weeks ago, we implemented this process of 3D mapping with the care management team of a nursing facility. It was incredible to see the emotions that immediately come into play when this format is used. We experienced emotionally heavy moments, but also very touching ones.

The members of the team got into a good flow very quickly when creating the model and, without consulting each other, created the current situation in an intuitive and creative way.

For us as process facilitators it was nice to observe how the people in this team trusted each other, worked together and protected and supported each other. Thus, there was a necessary stability to create what emerged.

The process starts with an AS IS picture

When the work began, the energy in the room changed noticeably, it became visibly heavy and oppressive. This energy was also reflected in the model: Although the good unity of the team members was evident here as well, heaviness and chaos dominated in many places. Many walls, demarcations, no cooperation. On the contrary, in many areas there was a recognizable counteraction and watching each other.

When the team members reflected on the model, everyone was quickly aware that a change had to be made promptly. One statement was “if you look at the model longer, you would like to run away”. This statement sums up the image and energy in the room well. However, there were also statements of encouragement. In reference to the leadership team, the terms “love” and “our unity” fell; in reference to the nursing facility, the potential and spirit of the home was emphasized.

After creating the current situation and reflecting on the model, the leadership team was mentally and physically exhausted. This was a completely normal process, as they had been very intensively involved in this process. We paused here in the process and did not design the future model until two more weeks had passed. This allowed the team members to reflect on the process again in peace, to gain some distance and to shape the future with fresh energy.

3D Mapping process

The second step is about future

At the beginning of the second session, experiences and insights from the first session were reflected upon once again. Afterwards, the team members set about designing the future with great enthusiasm.

Very quickly they were back in the flow. And without any consultation, one change after the other was made to the model. What a difference it was from the last time!

A lot of lightness unfolded in the room. A very light energy and love were noticeable, the true spirit of the house spread. There was nothing of the leaden heaviness of the last time, which also affected the team members. The team energized and motivated. And for all to see the weight that had fallen from the shoulders of the team members and how a breath of fresh air could take place. That was constructive and effective future design with 3D mapping.

The presented future shows a picture of understanding and togetherness. Looking at the model, the team members were able to quickly develop initial ideas on how to achieve this future. They are very optimistic and motivated to create this ideal image together – with the nursing staff – and to make the house a unique place for the residents and relatives.

3D Mapping process

3D Mapping process

For us, it was a fulfilling task to be able to support the nursing management team in finding a way to shape the future and we are also pleased to be able to accompany them for a while.

 

Want to know more about 3D mapping process?

Please contact us.

This case was written by Julia Winkler.

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The power of emotions

Last week, I was able to accompany a presentation event as part of a Leadership Journey. Following C & Co and the current hybrid trend, the group had been on a virtual learning journey for quite some time. Now a “real day” was on the agenda. And it made one thing, actually only one thing, clear: the importance of physical encounters for one’s own emotional balance and hygiene, which is so significant. The power of emotions.

Remote, yes but …

The touchpoints of the Remote Learning Session so far were great after all. They were interactive in design and of course offered break out sessions for a more in-depth exchange. Energizers and lots of exercises addressed attention and provided experiential learning experiences. The addition of pre- and follow-up tasks to the workshops and the reflection of results in peer groups rounded off the New Learning approach in an ideal way. The topics were not lacking in appeal: “Leadership Personality”, “Leading Self” and “Leading People”. Obviously, everything was offered that is considered useful for successful learning in the virtual space today. Actually. What was obviously underestimated was the power of emotions.

Presence is more than virtual

As it turned out last week, despite all the didactics and diversity, something essential was missing: the emotional experience that only presence makes possible.

This became immediately clear. Even the first meeting was different than in the virtual space. More cordial, more open and more alive. All participants were there and only concerned with the here and now.
The exercises also had a noticeably different quality. Dialogue and exchange emerged instead of the naming of individual points of view. Some things that had already been discussed remotely appeared in a different space of meaning in a very short time.

The power of emotions became especially clear when one participant had gathered enough strength in the afternoon. She/he opened up with her/his Pains and Needs and all the emotions accumulated during the Lock Down. The connection and closeness experienced in the group on this “real day” allowed her/him to show what really moves her/him.

This was an incredible relief for her/him and a special gift for the team. Within a very short time, the culture in this group was enriched by the possibility of being able to bring in emotions. This led to a shift in connectedness. And gave a special example of what makes a leader today.

Emotions light in two-dimensional space

What exactly was different than in virtual space?
It almost seems as if the real space enables 3-D emotions. I.e. emotions can be perceived or experienced more intensively and thus make an excellent contribution to finding a solution.

In virtual space, on the other hand, we are dealing with a kind of 2-D emotions. Here we can influence well from the outside and e.g. inspire or talk about possible emotions. Perhaps also experience joy or frustration. But it remains on a “flat” level, it remains with individual parts.

The physical space could be described as “the whole is more than the sum of the parts”. An ideal place to let the power of emotions take effect.

Presence is irreplaceable

As much as I, we at TCJG now appreciate hybrid formats and intensively focus on corresponding Learning Journeys, this experience made it clear to me: presence is a magical space we cannot do without when we talk about sustainable Learning & Development.

Virtual sessions also have special possibilities that we should not miss.

It is the mix that makes the whole thing work. That was obvious. But now we will certainly consciously sprinkle a pinch of more presence into our Journeys again. And use it even more actively: the power of emotions.

This case was written by:
Eva-Maria Danzer

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Shared LeaderShift in experimet

26.09.2021

About two years ago, Eva-Maria Danzer and Barbara Wietasch exchanged their experiences on leadership and transformation. This led to the development of the Shared LeaderShift model. The approach to leverage the transformation of organizations through shared leadership. Just as the first practical tests were about to start, the pandemic entered the scene. So Shared LeaderShift had to rest for a while to prove itself in practice. But now we are starting with it: Shared LeaderShift in experiment.

Shared LeaderShift Deep Dive

First, let’s take a look at the model. What exactly distinguishes Shared LeaderShift? The idea behind this approach is to divide leadership among several shoulders and then provide it in cooperation. Unlike already familiar models such as job sharing, the idea is not that several, usually two, people share one leadership role. Rather, there are several leadership roles, each of which is performed by different people.

Shared LeaderShift is based on four different roles: the actual leadership is shared by three roles – the People & Culture Lead, the Team & Performance Lead and the Customer & Value Lead. They work together in the day-to-day business and deliver leadership performance together and at eye level.
These three roles are supplemented by the Purpose & Strategy Lead, which, following the model, is not performed by one person but by a team across the organization.
Here you can find a video showing how these roles work together in the company.

Shared leadership is on the rise

The model developed by Barbara and Eva has in theory already proven its future potential. For some time now, they have been popping up everywhere on shared leadership models. Currently still increasingly at home in job sharing. However, now also increasingly – coming from the agile world and from Scrum – in approaches with actually shared leadership roles. Especially in the IT environment, the People & Culture Lead has already established itself as an independent role. Examples can be found in this podcast, in which  People & Culture Lead reports on her role, and in the current video from bonprix, part of the Otto Group.

What makes Shared LeaderShift unique

However, Shared LeaderShift (SLS) goes well beyond the approaches mentioned here. Two areas in particular should be highlighted:
The role of the Customer & Value Lead, which gives the customer a permanent place in the daily business of leadership and thus expands leadership to include the external perspective. I.e., every mini-leadership team is already cross-functional as well
And:
The interface of collaboratively and equally provided shared leadership to the corporate culture (and here then also the Purpose & Strategy Lead).
The SLS model is based on collaboration and cooperation as core values. Every decision in the leadership team is discussed and found together. This not only creates harmony in external perception, it also provides a role model for self-organization and decision-making.

Shared LeaderShift in experiment

Sounds innovative and inspiring. It seems conclusive in principle. However, it also raises questions such as:
– Doesn’t this approach require a lot more resources, i.e. don’t we have then three FTEs in management instead of one?
– Doesn’t this create chaos? Whom are the employees supposed to address then?
– Isn’t it incredibly time-consuming to make all decisions together in the management team?
– What conditions must be met for this to work at all? Are managers capable of this kind of leadership?

We think these are justified questions that can only be answered by testing them in practice.

And that is why we have now set out with Shared LeaderShift as an experiment at The Company Journey Guides.
Over a period of 6-9 months, we will practice SLS in our team.
Since August, we have taken the three roles in operational leadership and are currently adjusting to it.
As the consulting approach of Shared LeaderShift suggests, the work in the leadership team is done under guidance or supervision.
We will share our experiences from time to time in further TCJG Cases and finally evaluate them.
The initiators of SLS, Eva-Maria Danzer and Barbara Wietasch, will make their findings available in a further white paper on Shared LeaderShift.

 

More on the topic also in this TCJG blog: From Leadership to Leader Shift

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From co-worker to co-creator

15.04.2021

Today, human “work” is increasingly migrating to the machine and AI is taking over more and more tasks from us. By doing so, it is only driving forward a process that has already begun. Many of the classic “jobs” have been the responsibility of the so-called “low-wage countries” for years. How contemporary is the term “co-worker” – at least in industrialized countries? Is there a change on the horizon?
The one “from co-worker to co-creator”?
(By the way: we always think diversely, even if we “sacrifice” the wording for the sake of reader-friendliness).

Work has a lousy image

In the ant-song from Tabaluga you can hear “Work is half of life …”. And indeed, there were times when a large part of the population of the industrialized countries would have fully agreed with this. And still today we encounter this confirmation from other regions of the world.

Although the term “work” is initially described neutrally as a “purposeful, social, planned and conscious, physical and mental activity”, it nevertheless has a “hidden agenda” attached to it. Work is usually associated with burden and effort, with complaint, and often with “unfair” working conditions. This attribution has its roots in ancient medieval times. And although the Christian, primarily Protestant religion has tried to give work a positive “image” and this was also emphasized again and again in the course of industrialization, it remained so – we still associate with work a matter of the socially lower classes.
It is poorly paid and performed by people with low education. These people supposedly need representatives who enforce their interests and leadership, since they cannot lead themselves.

Perhaps sociology could provide a remedy here. According to its definition, work is a process in which people enter into social relationships that are of central importance in the overall context of life; these include the structuring of time, social recognition and self-esteem.
And, honestly, that was a great try, but who would define “work” that way?

Co-worker, employee, colleague, ….

When it became clear that trying to correct this “hidden agenda” with optical polishes was not really fixing the problem, new names were created for the more modern or educated worker: Co-worker or Colleague and “Senior Associate” or “Executive.” In this way, they distanced themselves from the lower class, which, for example, also had hierarchical levels in the form of the foreman, and created a parallel world. With the familiar social conflicts. And then – for whatever reason – a compromise was reached in the world of Management 2.0+. All of them became the species “co-worker”. Employees of a company who are assigned to a manager. So much hierarchy was necessary after all. Although there is also an ambiguity, because managers are also employees and therefore actually co-workers.
To top it off, all of them are “workers”. Again, “work”. And whatever it actually means.

In any case, it sticks with the “worker”. With the whole worker story in the luggage. With or without a crown. More or less dependent.

Expiration of the term the “co-worker”

That somehow no longer fits the times, does it?
The term “work” is overdue now, at least in the age of the next big digital transformation. Even if it is still a central component of our understanding of the economy, primarily the national economy, which is still valid and characterized by performance thinking.

How unsexy it is today to see oneself as a “worker”. Who among us still wants to “work”?
The term “co-worker” has had its day; it simply no longer has any appeal or hardly any appeal.
At least the “work(er)” part is then best left for disposal. But what happens to the ” co-“?

From co-worker to co-creator
What exactly “co-” is and what does it mean? First of all, “co-“ means “with” or “also” and not “alone”. “Co-” requires others in each case. That is the spirit of the times. Today, we still talk a lot about teams, but now the idea of collaboration is gaining ground. The idea of creating something together. As opposed to every man for himself. By the way, collaboration has its roots in working together with the “enemy”. That really resonates with a lot of transformation potential.

Co-creation is therefore the current and forward-looking approach. There the “co-” is further in it. And something new. This is “creating” instead of “working”.

For some time now, a re-prioritization can be seen in people’s basic motivations. It is no longer the motivation to perform that is most pronounced, but rather that of influencing or shaping and that of connecting. In some sources, the basic motives are supplemented today by “freedom,” the motive that is currently becoming a shooting star. And “influence” as well as “freedom” have little to do with what we conventionally understand by “work”.

It really looks like the shift is coming: from co-worker to co-creator.

Spot on the “co-creator”

Assuming that the co-creator does exist, what distinguishes him from the “co-worker”?

First of all, a completely new basic understanding and a changed attitude. Designing or influencing something oneself does not mean waiting for a task to be assigned. It means becoming active, perhaps even proactive, and getting involved proactively. It is about ownership.

Energy that may be tied up in resistance in the “co-worker” is released in the “co-creator”. Creative potential and joy in self-efficacy can emerge.
What a benefit for the individual and the entire company.

At the same time, the requirements increase. It is important to deal with what one’s own contribution is, where one’s personal strengths lie and can be developed. Attentiveness and care for oneself and visibility in business take on a special significance. Courage is required to defend one’s own point of view. And resilience, should this not prevail with other co-creators. This can also be quite strenuous and takes those affected out of their comfort zone.

These are all future competencies that sometimes need to be developed first. An accompanying qualification offensive is certainly indispensable here.

Effects in the system

However, moving from ” co-worker to co-creator” is not done by changing the attitude and behavior of the “co-creator”.
It has an impact on the entire system and culture of an organization or company.

Co-creators have something to contribute and say, and they want to be heard. For this, it is necessary to create a suitable framework, formulate governance and develop principles of collaboration.

Co-creators have different requirements for their environment in terms of the type and location of the place where value is created. Here, a flexibilization of existing structures would be required. Mobile work and trust instead of control of times would be basic requirements. As would an understanding of which formats are suitable for joint creation and exchange.
Here, at the latest, we are in the center of the transformation to the “New Work” which is taking place anyway.

Leaders First

The shift from co-worker to co-creator can only be considered if leaders internalize and support the shift.
In fact, such an approach requires executives to be engaged in the transition even before implementation.

Co-creators, who take ownership, contribute themselves effectively and thus take over leadership through their role, make classic leadership unnecessary. New and future-oriented competencies are then also and especially required of leaders.

First, however, we need a mindset shift and the development of a supportive attitude in management and among all decision-makers. The following also applies to executives: From co-worker to co-creator.
This journey should be accompanied and begin before the “co-workers” set out on their journey.

Interested in going deeper? Gladly.
Please contact us.

You create the future.
This is something we’re good at.

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Leadership to Leader-shift

25.07.2020

 

Things have got to change. The classic management structures no longer reflect the zeitgeist. For years now, one new management model has been chasing the next, countless “recommendations” are being made as to how an ideal manager should be “knitted” and there are also no shortages of alternative solutions at organizational level. More self-responsibility and self-efficacy is the credo. More self-leadership, in other words.

But how does leadership lead to a leader-shift?

It’s up to the executives…

Currently, in times of  home office and emerging smart work, they are once again under real criticism, the managers. They cannot allow a liberalisation of the world of work. And they fear an erosion of power and influence. They do not know how to manage their team remotely. Managers simply want to have everything under control. In general, they do not trust. And the current situation makes this really clear.

So say the statements of countless articles, studies and voices of the public. And yes, this certainly applies to some managers as well.

At the moment, it is also time to break the lance for the “entire population of managers”. Many representatives I have met in my role as a coach over the past years have their hearts in the right place. And a mindset that deserves recognition. Many have approached their task with idealism and a large number of innovative ideas. They have put a lot of strength and energy into their role. Many have braced themselves against windmills. And some have also failed because of it. Or have decided to go into adaptation in order to “survive” in the system. Which is also simply human.

Or the organizations …

It is worth taking a look at this very system or organization or company. Although “purpose” and “self-organization“, “agility” and “flat hierarchies” are on everyone’s lips, we are still far from realizing these ideas. Home office – yes of course, this is the new work format that will have to be taken into account more and more in the future. And Scrum & Co – has already been implemented where it makes sense.

However, most organizations are still classically in silos organized and the executive is more the manager than the leader. He or she is measured by numbers and results. Perhaps a human-KPI will also play a role at times. One under 10. The team is just a side issue. And for the individual there is the annual meeting. Personal aspects can be discussed there. If it weren’t for these annoying employee surveys and mood barometers, everything would actually be fine.

Especially since almost all of the organization’s managers have already completed the workshop series on “New Leadership”, “Agile Methods” and not to forget “Digital Transformation”. So now, anyone should be able to lead in the zeitgeist and according to the current conditions.

And the employees…

Let’s assume that we would change this term to “co-creators”. That would make a huge difference. First of all, the term “work” per se is not really the “burner”. And secondly, the question of how “added value” will be created in companies in the future is exactly that. It Is “worked off” or “co-created”.

This is primarily a mindset question again, which then triggers consistent follow-up considerations.

If one thinks of this in “work” and thus in a Tayloristic world view, there may be good reasons for structuring, placing orders and controlling. For those concerned, this is then “annoying”, often stressful and limited but also familiar and within “9 to 5” and their own “comfort zone” (if one can speak of comfort here).

One thinks that in “creation” then everything changes. First the own inner attitude. Then you have to change to self–responsibility, self-expression and self-management. Then there is no one left to say where things go, that is taken over by oneself. And then it is presented and discussed in dialogue. Then mistakes are on the agenda and failure becomes an everyday part of your own actions. Then freedom becomes tangible. And consequence too. Then the comfort zone is shifted towards the growth zone.

From Leadership to Leader-shift

Assuming we are serious about organizational and leadership change – which is probably essential – it would be advisable to use the window of opportunity opened by COVID 19 to implement the change. Then it would make sense to consistently pursue the path we have taken toward liberalizing “work”.

However, a few essential aspects should not be overlooked. The mindset-shift must accompany the structural change. It is not enough to implement “Smart Work”. The people in the organisation should also be willing and able to act as “co-creators”. Their contribution would be to take over self-management in their professional activities and thus contribute their part to the leader-shift. This is something that first needs to be learned.

Parallel to this, managers would have the task of enabling more people to take the step out of the comfort zone and into the learning and growth zone. To trust them, to encourage them, to accompany them, to create a suitable framework, but also to demand the shift again and again. This is certainly for one or the other a sustainable change of his or her own role. And that also needs support, e.g. through coaching.

Above all, however, recognition within the own organisation. If leadership performance continues to be measured according to the classic model and only with the previous KPIs, this will not work.

Instead, there should be a clear separation between added value and results (management) and the empowerment and effectiveness of the individual (leadership).

Here, the Shared LeaderShift model is recommended as a pragmatic approach.

Leadership is needed for the change from leadership to leadership shift. On the way to an increasingly self-organizing system in which human, especially emotional and creative competence, as well as artificial intelligence co-create and shape the future.

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How “learning leadership” succeeds

22.02.2020

 

Learning leadership – is that possible? Do we need it? Does it still fit in with the times? Does it make sense?

Let’s assume so, how could it look like then?

Surely the times of standardized management curricula lasting several weeks are over. Regardless of whether they are conducted in St. Gallen, at the Hernstein Institute or in in-house qualification programs. The requirements and expectations of customers have changed. Learning is different today and so is networking.

The fact that it works differently and is successful from the customer’s “executive” perspective is shown by the feedback of a pilot group of a customer’s holistically designed leadership and management development program. This group recently completed their two-year Learning Journey with a graduation. And what the participants reported in the retrospective suggests that they obviously did a lot right.

An impressive retrospective

The participants of the pilot group were simply fantastic in their ability to create a retrospective of their learning journey as individuals and as a group.

They expressed the digital competence they had developed in the meantime by making a film. Not only did the film highlight the various stages of the learner and Learning Journey, but the participants’ employees and superiors were also asked to show up in front of the camera to present their view of the impact of the qualification on the participants and their own organisation. By the way, no script had been written. Rather, this work was created in a creative collaboration in several iterations. An example of how the learning content on the topic of “new work” and “agile formats” came to life.

Afterwards, they arranged all participants in a “circle”, brought a (self-made) ball into play and let everyone have their say: The participants of the pilot group as well as the coaches and program managers and guests who had come to hear the learnings. Three questions provided the structure. The participants set the framework, initiated the process and then handed it over to self-organisation. This unit was prepared in peer groups and then collaboratively brought into the entire learning group without external facilitator. They already have the methodological and the social competence to turn those affected into participants.

Encouraging feedback

The feedback from the film and the following circle was inspiring and touching in many ways. In an unusual depth, people spoke openly about their own development. Many thanks were expressed for the many experiences and the lessons learned. There was talk of experienced and practiced appreciation. Acknowledgement of the progress made in building up competence in oneself and in others could be heard. The positive experience of cooperation and mutual support was especially emphasized. Examples of the sustainable effectiveness of qualification content in everyday life were mentioned. The weekly conference call set up in a peer group during the qualification trip was independently agreed upon as a regular call also beyond the qualification. This gave collegial consultation a space for sustainability. Learning in this new form received a certificate. This was combined with the request not to change anything, because learning makes sense and is effective in this way.

Learning leadership newly defined

How is this format designed to achieve such results and feedback from experienced managers?

On the one hand, it consistently follows the 70:20:10 approach, i.e. 70% of the qualification takes place at the workplace and by means of direct reference to the daily work routine. Here, virtual learning nuggets can also be consumed, which can be added to your own playlist according to individual needs. 20% of learning takes place in the community. Both in fixed peer groups and in the entire learning group. Routed via an exchange platform and supported by (video) calls. And 10% of the development takes place in face-to-face workshops. Particularly when the topics of person and behaviour are involved.

A transfer of the learning content into practice is consistently ensured with transfer tasks for the individual learner and in the virtual learner community. Often the learner’s work assignments also refer to their team or working environment. Here, primarily the long-term practical projects are to be seen. They demonstrate the business impact of the program and enable the development of competencies in (agile) project management.

Not to forget the highlight. Each participant is personally accompanied by a (virtual) coach. With this coach, individual concerns can be addressed. He/she also ensures that the participant always keeps the overview and direction in his/her largely self-organized learning journey.

Each participant has access to a comprehensive Wiki with in-depth content. Regular blogs help to ensure that the program always offers up-to-date content.

Learning leadership here means learning and iterating on the job. This starts with self-management, which is necessary for the program to come alive. After all, time for learning and development must be allowed by the participants themselves. This continues with the reflection on leadership in everyday work and the examination of the roles of “Manager & Leader” and their interaction. Leadership is also looked at from the future. This is where topics such as purpose, culture and new work come into play as well as new roles as change manager or enabler.

Then, there we are already talking about a Leader-Shift.

Redesigning leadership development.

That´s something we are good at.

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Shared LeaderShift – Rethink Leadership

Rethink leadership? Nowadays one often hears that leadership needs to be rethought. Why should we do that? Hasn’t been enough already thought about leadership, experimented enough, modelled enough? In the meantime, there is a multi-faceted multitude of new approaches to leadership, from Servant to Human, from Connected to Mindful Leadership. The idea of collegial leadership […]

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