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2002 Issue 24
Special Issue on Leadership! This month Leverage Points highlights
leadership themes that will be explored in depth at this year's
Pegasus conference, Leading in a Complex World: Systems Thinking
institution can possibly survive if it needs geniuses
or supermen to manage it. It must be organized
in such a way as to be able to get along under
a leadership composed of average human beings."
careful people always casting about to preserve
their reputation or social standards never can
bring about reform. Those who are really in earnest
are willing to be anything or nothing in the world's
estimation, and publicly and privately, in season
and out, avow their sympathies with despised ideas
and their advocates, and bear the consequences."
Susan B. Anthony
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of the most influential and popular articles
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now available in the Pegasus shopping cart.
Each article is $6.00. Rights
to make additional paper copies are $2.50/copy
and can also be purchased online. Articles by
Peter Senge, Daniel H. Kim, Ann-McGee Cooper,
William Isaacs, Ed Schein, and many others.
a current list of PDFs (more are being added
Read more about rights and rights purchasing
and Resources by Iva Wilson
Change at Philips Display Components: Reflections
on a Learning Journey by Iva M. Wilson. In
this volume, Iva Wilson recounts the story of
organizational learning at Philips Display Components
U.S. Reflecting on her experiences as president
of the company, she describes her and others'
efforts to create a more humane and productive
work culture. During her tenure, Philips experienced
resounding success in some areas and painful failure
in others. The author shares her insights about
how organizational learning principles helped
her and Philips work toward their goals, and suggests
ways in which Philips' story may help other change
leaders facing similar challenges.
the IMS Order
Razor's Edge: Leading an Organizational Change
Effort by Bert Frydman and Iva Wilson. Leaders
of learning efforts must walk a "razor's edge"
between current reality and vision. In this tape,
two leaders engage the audience in a lively discussion
of change-leadership issues. The presenters draw
on their own experience as well as what they have
learned from other leaders.
the audiotape Order
#T9926, $19.95, audiotape
Power of Collaborative Leadership: Lessons for
the Learning Organization (Butterworth-Heinemann,
2000) by Bert Frydman, Iva Wilson, and JoAnne
Wyer. This book helps business leaders realize
the promise of organizational learning by sharing
the lessons, insights, and best practices gained
by veteran managers and pioneers. Together, the
authors show that in order to be effective leaders,
we must transform our organizations' methods of
absorbing new information and turning it into
knowledge and wisdom. Written in a conversational
style, the book offers innovative and perceptive
ideas that invite the reader to participate in
the learning journey.
the book Order
Closing the Leadership Gap
From Command-and-Control to Collaborative Leadership: An Interview
with Iva Wilson
Successfully with Courage and Integrity
the Leadership Gap
by Peter Blyde and Philip Ramsey
Have you ever
wished that your organization had better leadership? The leadership
shortage that most of us perceive in our companies today may be
the result of our confusion about the nature of leadership itself.
Many executives, for instance, tacitly sense what leadership is
but have difficulty defining it and distinguishing it from management.
Their uncertainty often leads them to invest in training programs
that don't produce the results they want.
this leadership development crisis, we must clarify our mental models
regarding leadership by looking at the relationship between leaders
and their followers. When a follower responds to a leader's actions,
or does something to stir the leader to act, he or she is also "doing
leadership." From this perspective, we strengthen leadership by
increasing the capacity of both leaders and followers to form healthy
relationships that support a shared vision.
capacity also requires that we recognize the ways in which management
and leadership are interdependent, complementary, and equally valuable.
Managers aim at producing predictability and order; leaders seek
to produce change. Most organizations today require both functions.
Effective management development, therefore, helps managers learn
skills and techniques for dealing with organizational complexity;
effective leadership development focuses on giving leaders the tools
to sustain successful relationships by combining action with reflection
and exploring values, motives, and assumptions. Thus, from a relationship
view, whether you are in a position of influence or not, you can
work to strengthen leadership skills that benefit your organization.
Read the complete
article online or see The Systems Thinker, Vol. 9, No.
8 (October 1998).
Command-and-Control to Collaborative Leadership: An Interview with
by Janice Molloy
most corporate executives, Iva Wilson is not afraid to say the "f"
wordfailure, that is. "It may be a cliché," she says,
"but there's no success without mistakes. Unfortunately in organizations,
we don't spend enough time publicly examining the unexpected results
of our decisionsboth positive and negative." Without that
analysis, we can't learn from experience and are doomed to repeat
the same errors time and again.
Wilson is the
coauthor of The Power of Collaborative Leadership (Butterworth-Heinemann,
2000), president of Gyricon Media, Inc., and a partner in the Coaching
Collaborative. In the interest of helping other leaders learn from
her experiences, she openly discusses her efforts in the mid-1980s
to salvage Philips Display Components (PDC), a major consumer electronics
company that was bleeding red ink. As part of the process to turn
the company around, Wilson sought to move the organization toward
a collaborative style of leadership by implementing the principles
and practices of organizational learning, originally introduced
in Peter Senge's The Fifth Discipline (Currency/Doubleday,
Her tenure at
PDC was marked by roaring successesquality improved, sales
increased, and the company became profitable for the first time
in five yearsas well as surprising disappointmentsworker
satisfaction temporarily dropped, tensions with the parent company
rose, and the unionized workforce engaged in a week-long strike
during labor negotiations. By reflecting on what went right and
wrong during her 10 years as presidentespecially around her
initiative to transform the corporate environmentshe has identified
some lessons for other organizations interested in including distributed
forms of leadership, decision-making, and accountability in their
ways of doing business.
Iva Wilson will
be a presenter at this year's Pegasus conference, Leading
in a Complex World: Systems Thinking in Action®. Learn
more about the conference. Learn
more about books and resources by Iva Wilson by reading Pegasus
Highlights in the right column.
Successfully with Courage and Integrity
What is at the
core of successful leadership? According to corporate CEO and author
Christopher Hoenig, courage and integrity. Courage means bravely
facing difficult situations, regardless of the risk. Integrity means
doing what you think is right, despite your doubts. Fortunately,
these characteristics are primarily learned, not innate; we can
choose to cultivate them. How do we do so? Through practice, first
on a small scale in private, and then in increasingly larger situations
more publicly. Over time, our capability and inner resources will
grow and serve us in crucial moments.
challenge in this process is learning how to use fear and doubt
to our advantage. Fear can either paralyze innovation or provide
self-awareness and information. Doubt can either lead to corruption
and negligence or foster objectivity and learning. To build courage
and integrity, we must capitalize on the motivating aspects of fear
while moving beyond the paralyzing ones; come to rely onand
to serveothers; and know when discretion is more appropriate
than direct confrontation. We must also accept the role of doubt,
which lies at the core of reliable knowledge; articulate and uphold
what we believe in; take the high road whenever possible; and continually
work to improve ourselves.
Hoenig believes that a leader with courage and integrity consistently
does the right things, when they need to be done. From this perspective,
in the current global drive for infinite innovation and flexibility
in the face of change, it behooves us to build enormous reserves
of courage and integritywe never know when we'll need them.
Source: Christopher Hoenig, "Brave Hearts," CIO
Magazine, November 1, 2000
Copyright 2002 Pegasus Communications. LEVERAGE POINTS can be
freely distributed in its entirety or reproduced or excerpted for
another publication with written permission from Pegasus Communications.