In my last article, I discussed the power of leadership communities. Leadership communities move from being a short sighted team that is driven by tasks to becoming an enduring community of shared significance that has lasting impact.
Leadership communities work as a network rather than as a hierarchical organizational chart. Collaboration is part of the fiber of the community rather than a technique to be used. They are fluid to respond to change and innovation.
Robert Hargrove in his book, Mastering the Art of Creative Collaboration, talks about Roger Ackerman, who during his time as CEO of Corning, the company had explosive growth and almost doubled business every year. Hargrove describes Corning as “constantly creating an expanding, shared information pool out of which diverse ideas in a fertile ‘environment brew’ can light creative sparks.”
Leadership communities can be that “fertile environment brew.” Here is a diagram and explanation of some of the key components of leadership communities:
Who: Leadership Community members
At the center of a leadership community are the members. These are individuals who have unique personal purposes, strengths and abilities. They are different and diverse. Each member is seen as valuable and each person’s voice is sought out.
This is in contrast to most leadership teams who tend to place emphasis on selected leaders as having all the answers and strategies.
Why: Leadership Community Mission/ Vision
The mission and vision is what holds a leadership community of diverse members together. It is their shared passion and significance. It provides clarity of direction without rigid control. It provides a passion that motivates members internally and allows for creativity from members that is focused.
This is in contrast to most leadership teams that use only control and on-going policies to engage its members rather than holding the shared vision as the central motivator.
How: Leadership Community Values/ Practices
Leadership communities’ values and practices provide the expectations and accountability of how they will operate together. It defines the culture. The values guide their decision making and the practices are lived out. Because they value relationships, adherence to values and practices are highly regarded.
This can be in contrast to leadership teams who value tasks over relationships. Often the values are not lived out because getting the task done takes precedence.
When & Where: Leadership Community Relationships
Relationships are highly valued in leadership communities. For our shared mission to be reached we need each of our unique strengths and abilities. Relationships are the conduit for information to be shared which leads to new ideas and actions. Relationships are not a goal to be achieved but instead are the very fabric of the community.
This is in contrast to leadership teams where often information is not shared. People keep information in order to have power. Often information of value is seen as only coming from the top. Systems are not created for information to flow from every direction in the organization.
What: Leaderships Communities in Action
Innovation and action naturally flow from relationships in communities. When new information is given or a problem occurs, the community does not become stuck because of needing direction from the top. Instead, the members respond and share information to find a solution.
This is in contrast to leadership teams that are slow and resistant to change. Innovation is seen as a negative. They live in fear of the unknown.
Are you involved in leadership teams or communities in your life? What do each of these components look like in the places where you work and live?