Leadership is a deceptively difficult science. It also has to be a care-full art. With leadership we mean the art and science:
| - |
of personal development, |
|
| - |
the practice of caring with people to deliver effectively in present context, |
|
| - |
at the same time to hold ethical futures in mind and in being that others can’t or won’t do, and |
|
| - |
then to inspire people to choose to follow into futures that they would not normally go into by themselves. |
|
| |
|
|
Modern leaders need to know who they are. This self-evident statement is offered towards the relations between becoming, being and doing. In order for leaders to do their practices of leadership, they have to be leaders. In order to be, they have to become. In contradiction to restrictive thinking and in the spirit of ongoing growth; become actually means continuous becoming. Sensitive/sensible self-reflection and sober self-awareness are increasingly being acknowledged as key capabilities in modern leadership. Through knowing who they are, leaders are assisted with their challenging transitions towards high competence. More and more people understand that South Africa, Africa and the world need highly competent leaders, and we need them yesterday!
Modern leaders also need to know how they are doing. By knowing how they are doing, leaders can appreciate their effectivity, ethics, effects on others and context. Most importantly, they become aware of the legacies they co-author with others. Evaluations and analysis methodologies need to be straight forward and deliver supportive information to busy people. We therefore assure quick adoption into practice and substantial support with personal development.
How effective is my organisation really when viewed through integrated evaluation? Our approach considers organisational effectivity quantitatively and qualitatively, with due consideration for leadership’s role in all main areas. |
