Maria Arpa welcomes back philosopher Paul Baker to delve into the complexities of leadership, board dynamics, and the philosophy of Systemic Win. They explore how boards can assess their effectiveness not only through self-evaluation but also by considering the perspectives of those affected by their decisions. Paul emphasizes the importance of moving beyond a punitive, adversarial mindset to foster a culture of collaboration and learning. Through engaging examples, including a poignant story about a charity's evolution, they discuss the critical relationship between leaders and followers, the necessity of open communication, and the need for systemic awareness in decision-making. The conversation highlights the significance of nurturing relationships and accountability within organizations to achieve a more holistic and sustainable approach to leadership.
KEY TAKEAWAYS
Assessment of Board Effectiveness: It's crucial for boards to evaluate their own effectiveness, as well as how they are perceived by those who appointed them and those affected by their decisions. This includes understanding the subjective and objective measures of success.
Systemic Win Philosophy: The concept of systemic win emphasizes the importance of creating environments where all parties involved feel good about the outcomes, leading to a cycle of positive reactions rather than unsatisfactory ones. This approach encourages collaboration and mutual benefit.
Feedback Mechanisms: Effective leadership requires establishing systems for feedback that go beyond mere results. Leaders should actively seek input from their teams and stakeholders to understand the dynamics at play and adjust their strategies accordingly.
Power Dynamics in Leadership: The relationship between leaders and followers is critical. Leaders should foster an environment of collaboration rather than exerting power over their team, as this can lead to distorted feedback and hinder progress.
Complexity of Systems: Understanding that organizations operate within complex systems is essential. Leaders must balance short-term and long-term perspectives and be aware of the interconnectedness of various elements within the system to make informed decisions.
BEST MOMENTS
Maria Arper: "So the real problem we've got is someone does something that doesn't work very well... then reacts in an unsatisfactory way to it. So there's basically a spiral of unsatisfactory reactions."
Paul Baker: "If you don't pay sufficient attention in the moment, you've got a problem. And if you don't pay sufficiently wide and long-term attention, you've got a problem."
Maria Arper: "When we use power over instead of power with... the feedback that you get isn't really going to be useful because there's too much at stake for them to tell you the truth."
Paul Baker: "Hierarchy can be a tyranny, but it can also be freedom. Having the right relationship with hierarchy... needs to also have some level of flexibility."
Maria Arper: "If what I'm saying to you makes sense, well, talk to you and your team, because you are very good at getting people to get the reality of what they're dealing with."
SOCIAL LINKS
www.centreforpeacefulsolutions.org
www.peacefulsolutions.org.uk
www.workplacehuddle.com
HOST BIO
Maria founded the Centre for Peaceful Solutions in response to the fatal shooting of a 7 year old in her neighbourhood. She developed a model of conflict resolution for violent crime using her brainchild, the Dialogue Road Map (DRM).
Over 30 years she has mediated everything from threat to life gang disputes to high stakes business deals gone wrong, Maria empowers people to resolve conflict without reliance on experts. So she trains violent prisoners to be facilitators, leaders to be effective communicators, teenagers to be peer mediators and neighbours to be tenant listeners within their respective communities.
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