Participatory Leadership practice

 

The Context

- How do we as leaders convene strategic conversations that enable us and our organization to meet the increasing challenges of the world today? 

- What is participatory leadership and how does it complement more traditional ways of leading and working?

In today’s complex and high-speed environments, we are being called to engage multiple styles of leading and learning. We must know how to generate collective intelligence and how to call on everyone’s participation and leadership. We need to generate shared clarity of purpose and create spaces for nonjudgmental learning. At the same time, we are asked to exercise hierarchical leadership to get the work done. We are accountable toour stakeholders and must take decisive action when needed.

Learning how to stand in this paradox, and how to navigate the territory between too much chaos and too much control, is the key to leading transformational change.

The leadership approach called the 'Art of Participatory Leadership - Leading through hosting and harvesting meaningful conversations, activates personal practice and reflection as well as the collective intelligence in a group inorder to find new solutions to the increasing challenges of the world of work today.

As organisations and as leaders we need to be more flexible, collaborative and creative in the context of accelerating changes and increasing complexity. The traditional command-and-control type of leadership alone, is nolonger bringing the results and strength we need.

Inthe current climate, tapping into the hidden potential held in organisations iscrucial. Inviting everyone to participate with their diverse perspectives,skills and experience, is the key to releasing this potential. Participatory leadership practices are based on convening strategic dialogue and conversations that matter, as drivers for development and transformational change.

This form of leadership is already used with successful results in many countries, organizations and communities in particular in the following areas: 

- Strategic organisational development and transformational change

- Facilitating and harvesting large-scale conversations around important strategic questions 

- Stakeholder involvement and co creation of common good results 

- Staff and leader engagement

- Collaboration acrosssilos and departments on crosscutting issues

- Development of stronger leadership teams, networks and communities of practitioners for acting wiser together