Organizations are evolving towards partnership

on BLOG, Career Coaching, Coaching, success, development 7 gen, 2019

L'evoluzione delle organizzazioni verso la partnership

Solicited by some readers, I treat a second time the subject of my previous post (Win-win from prehistory to the present day), addressing the evolution of organizations in terms of collaboration and partnership, concepts evidently very close to that of win -win.

As said last month, modern organizations are based not on solitary players or on single teams, but on team networks, which generates the need to evolve the model of resource management from the reactive and authoritarian one to a soft and creative one, strictly linked to the agreement. The goal is to capture, to flourish in an active and conscious way and finally to draw on ideas, strengths and abilities of individuals and teams, through bidirectional relationships based on acceptance, respect, trust, risk and responsibility. The modern leader must therefore not deal with micro-management to manage his anxieties or obsessively think about the organization charts, but focus on the conditions to encourage teamwork, develop networks of connections between the various teams and destroy any silos. A paradigm shift from the questions "Who do I report? Who reports to me?" to "Who can I help? Who can help me?"

To do this, however, it's necessary to recognise, manage and combat the resistance of the company management, which is called to learn the skills of listening, trust and respect and to unlearn to command, control and influence. The question/challenge to which organizations, managers and Executive Coaches (as support) are continually called is precisely this: are we convinced, available and prepared to welcome dissent, to promote an environment characterized by a flourishing of plural and not necessarily convergent opinions, positions and points of view? If still in the first years of the third millennium in Italy new managers of some multinational companies (therefore, in theory, the subjects who were more ready for the new way of interpreting their role) were used to run to take possession of "benefits" like the company car, a dedicated table in the canteen or the reserved dress code, we understand that the required cultural leap is very significant, but also essential and urgent. I'm not making irony, but I really do underline the great cultural gap that has been sedimented in decades and has now to be urgently filled; on the other hand, a similar evolution has been taking place in our lives thanks to technology and connectivity.

So, the successful leader focus on supporting individuals and teams, on building a new corporate culture, are obsessed with role modeling, rather than spending endless hours filing emails for appear more aligned with the corporate "kulture" and more mellifluous and condescending towards the hierarchy (things seen by me for years, not referred by others...). The fulcrum is therefore in relationships, in the creation of an insecure environment – because pervaded by doubt and risk – and at the same time a secure, courageous and responsible environment. A disciplined and mature approach that does not lead to fear of punishment, blame or sanctions but to common service and evolution.

In practical terms, it's about learning to ask questions, be a manager-coach, encourage discovery, take responsibility, clarify relationships and roles, be coherent, work generously in a paradigm of abundance, encourage virtuous and creative behavior.

What role do you want to play in this context?

Who are you when you are fully in this advanced mode?

Who and what can help you to jump in the new paradigm?

 

 

 

 

 

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