Professional member of the PSASA, Dr Graeme Codrington (CSP, FPSA, DBA), recently published a TomorrowToday blog called Making sense of sense-making, which is well-worth a read, considering that many of us help our clients to make sense of their world – a radically changing one at that. I have taken the liberty (with permission) of including the list of mindset shifts leaders need to make, from the bottom of the article.  Use it as a self-assessment tool,  and Dr Graeme Codringtonspot the gaps for change and growth in yourself.
“The primary focus of leadership in volatile, disruptive times should be to make sense of the times for their team. The good news is that most good leaders should be able to easily shift into this success-building mindset. But the key is simply that: a change in mindset.
This mindset shift involves at least the following:

  • Recognise that we live in an era of remarkable change and disruption that is not going to go away for at least another decade.
  • Doing nothing is not an option.
  • Do not look for one-size-fits-all solutions.
  • Best principles are much better than best practices (in fact, best practices can be downright dangerous).
  • You need to unlearn and relearn – not just once, but over and over again. Question your assumptions.
  • What got you here won’t get you there. New leadership competencies are required. (This might mean you’re not as good as you think you are as a leader).
  • You must embrace paradox. Think right-right instead of right-wrong. Learn new ways of thinking that rely on looking for new patterns and connections.
  • Push your own personal boundaries. Every day.
  • You will never have enough information ever again. You can’t let this stop you from deciding, and acting.
  • You don’t need to be able to see the whole path in order to take the first step. (This is a huge lesson that corporate managers can learn from serial entrepreneurs).
  • Don’t prevent uncertainty. Stop avoiding surprises.
  • Go on the offensive: create disruption, don’t just wait for it.
  • Take time to make sense of changing world. As a leader this is your primary task: sense-making.
  • Communicate more. Listen more.

That is not a random list. Please read it again, and honestly assess yourself: is that a characteristic of you?”
So, as a professional speaker, what does this list mean to you in your personal and professional development?  I think there is a whole heap of pertinent advice worth considering.  If we are not challenging ourselves, how can we challenge our clients and help them move forward in a disruptive world?